Many workplaces today are undergoing profound transformation, and organizations are grappling with the ongoing phenomenon that Gallup has coined “The Great Detachment.” Employees are reporting high levels of discontent and detachment, leaving employers vulnerable to diminished productivity, indifferent engagement, and an increased risk of talent loss. Tackling these challenges requires leaders to reframe their approach to employee connection, clarity, and purpose. If leaders want to turn things around, they must rethink how they drive connection, clarity, and purpose in their respective organizations and teams.
But first, it’s crucial to understand what’s fueling this detachment.
The Key Drivers of Employee Disconnection
Gallup’s research highlights five pivotal changes in the workplace environment that are exacerbating employee disengagement:
- Rapid Organizational Change: The post-2020 workplace has been shaped by constant upheaval, from record turnover during the “Great Resignation” to team restructurings, budget cuts, and shifting job responsibilities. Three out of four employees report experiencing disruptive change in the past year, which directly correlates with higher burnout rates. Particularly, managers find great difficulty balancing stability, onboarding, and limited resources.
- Hybrid and Remote Work Growing Pains: While flexible work arrangements are here to stay, they bring communication and coordination challenges. Remote workers often feel less connected to their organization’s mission, while hybrid models create fragmented team dynamics.
- Evolving Customer Expectations: The pandemic has increased demands for faster and more digital customer experiences. Over half of employees have noticed changes in customer behavior, with many citing higher expectations and intensifying pressure to deliver.
- Shifts in Employee Expectations: Employees are now more vocal about seeking better work-life balance, competitive compensation, and the flexibility to choose remote work. Yet, when organizations fail to align with these new expectations, employees feel undervalued and unsure of their future.
- Broken Performance Management Practices: Performance reviews are no longer working to inspire or guide employees. With unclear role expectations and insufficient recognition, employees feel lost, especially in a workplace already disrupted by economic and cultural shifts.
These catalysts of detachment have contributed to a significant drop in two critical measures of engagement—clear work expectations and connection to organizational mission. Without decisive action from leadership, these trends may deepen the divide between employees and their employers.
Implications for Leaders
The Great Detachment is not just a cultural phenomenon—it has tangible impacts on organizational performance. Leaders must recognize that disengaged employees affect everything from productivity to retention:
- Operational Risks: Disengagement is costly. According to Gallup, improving clarity of expectations alone could lead to a 9% increase in profitability and significant quality enhancements. On the flip side, mounting disconnection risks errors, inefficiencies, and diminished morale.
- Resistance to Change: Organizations in flux need employees who not only buy into the mission but also actively participate in change initiatives. When people feel disconnected, transformation efforts are likely to falter.
- Elevated Turnover Risk: Economic uncertainty may temporarily keep detached workers in their roles, but it does not guarantee their long-term loyalty. Fixing this gap isn’t just about retention; it’s about building a resilient and engaged workforce.
Redefining Leadership to Address Detachment
Leaders have a critical role to play in combating the Great Detachment. To succeed, they must go beyond quick fixes and focus on two core areas Gallup highlights—resetting expectations and connecting work to mission and purpose.
1. Reset Expectations and Priorities
Clear role definitions are foundational to workplace success, yet only 45% of employees report knowing what is expected of them. This figure is even lower among hybrid workers, younger employees, and those in new roles. Leaders can change this narrative by:
- Engaging in Two-Way Conversations: Rather than top-down directives, leaders should collaborate with team members to establish clear and realistic expectations tailored to the current environment.
- Regularly Revisiting Priorities: Expectations should not be static. I frequently remind leaders to think creatively about how they reinforce what truly matters. Instead of mentioning a priority once and hoping it sticks, find organic moments to weave it into conversations, check-ins, or team updates. No one should ever be unsure of what the most important thing is right now.
- Balancing Workload and Wellbeing: Clarifying tasks is only productive if paired with a workload employees can manage without burnout. Strong leaders place equal emphasis on achievement and health.
2. Connect Employees to Mission and Purpose
Employees want to feel their work makes a difference—not only for the bottom line but for society at large. Yet connection to mission among employees has dropped from 38% in early 2021 to just 30% in 2024. Leaders must work to restore this intrinsic motivation:
- Communicate an Inspiring Vision: Organizations that thrive have leaders who articulate their mission with passion and authenticity. Brands like Patagonia, for instance, are effectively able to rally employees behind their purpose of environmental stewardship.
- Highlight Individual Contributions: Managers should actively link employee efforts to the larger mission. At healthcare company Cleveland Clinic, patient stories are regularly shared with staff to remind them how their work impacts lives.
- Create a Sense of Belonging: Teams thrive when they identify as more than colleagues—they see themselves as part of a community. Storytelling, peer recognition, and shared rituals can help achieve this.
While the Great Detachment underscores massive challenges, it also presents opportunities. Organizations that rise to the occasion can turn weaknesses into strategic advantages:
- Gallup’s data shows that improving role clarity and connection to mission can lead to up to a 15% boost in productivity and reduce turnover by 32%.
- Leaders who prioritize these improvements won’t just retain talent—they’ll foster an energized workforce capable of exceptional outcomes.
Actionable Steps for Leaders
For leaders who want to tackle the Great Detachment head-on, here are some practical strategies to start putting into action right now:
- Reposition Performance Reviews: Move away from the standard annual evaluations to more regular check-ins. These aren’t just about critiquing performance—they’re a chance to celebrate wins, give clear feedback, and make sure everyone’s on the same page about what’s ahead.
- Invest in Manager Training: Managers are the heart of how employees feel at work. Training programs in empathetic leadership and communication are now essential. Investing in their growth pays off in a big way when it comes to creating a connected and engaged team.
- Connect Every Project to Purpose: Encourage project leaders to explicitly tie tasks and initiatives to the organization’s mission. “Why does this matter?” should not be a mystery to employees.
- Flexibility Is a Must: Flexibility is key to meeting evolving employee expectations. Hybrid work models can thrive when paired with intentional scheduling and thoughtful collaboration tools.
- Model Cultural Values: Purpose-driven leadership begins at the top. Every action, from executive messaging to organizational policies, should reinforce the company’s commitment to the overall mission. If leadership doesn’t live out the values they preach, why should anyone else?
When organizations and their leaders prioritize engagement, the likelihood of transforming today’s challenges into tomorrow’s victories significantly increases. The idea of the Great Detachment might feel overwhelming at first, but by building real connections, being clear in communication, and creating a shared sense of purpose, leaders have the chance to not just get through it—but to help their organizations come out stronger and more connected than ever.