If it feels like managing people has gotten harder, you’re not imagining it. Gallup’s new State of the Global Workplace report shows employee engagement slipping again — dropping from 23% to 21% in just one year. Manager engagement — meaning how fired up leaders themselves feel — fell even harder, from 30% to 27%.
And the impact is huge: disengaged employees are costing businesses billions of dollars in lost productivity, higher turnover, and harder hiring.
If you manage a team — whether it’s a quick-service restaurant, a retail business, or any fast-paced operation — you’re on the front lines of this problem. I know the feeling. I’ve led businesses, managed hourly teams, and felt the frustration when it seems like no one cares as much as you do.
I’ve also seen what happens when you shift how you lead — and suddenly people start showing up differently, staying longer, and performing better.
The workforce isn’t broken. But the way we lead has to change.
The Real Problem Isn’t Hiring — It’s Leadership
It’s easy to blame employees when they’re late, distracted, or disengaged. But the data — and real-world experience — tells a different story. Gallup research shows that up to 70% of employee engagement is influenced by the manager. Leadership isn’t the whole story, but it’s the biggest lever we have.
The reality is, most managers were trained to run operations, not to lead people. They know how to check schedules, manage inventory, and hit performance metrics. But motivating a team, coaching individuals, and building loyalty? Those are different skills — and too often, they’re missing.
Employee Engagement Starts When Employees Feel Seen and Valued
Here’s something most businesses still get wrong: employees aren’t just working for a paycheck. They’re working for meaning. When people feel seen as individuals, heard when they speak, and valued for more than just the work they produce, they naturally engage more in their jobs. When management genuinely cares about employees — not just about output — employees care more about their performance.
But caring isn’t one-size-fits-all. One of the biggest mistakes leaders make is assuming everyone on their team is motivated by the same thing — more money, a better schedule, a promotion. The truth is, each person values something a little different. Some crave recognition. Others want more responsibility. Some simply want to belong to a team where they feel respected and included.
If you want employees to care more about their work, you need to figure out what they care about first. You won’t always discover it by asking directly, but if you pay attention — to what they talk about, to how they respond to feedback, to when they seem most energized — their values will start to reveal themselves. Leadership isn’t just about managing performance; it’s about connecting to what drives people on a personal level. When you focus on meeting these soft needs, you stop managing shifts and start building loyalty.
How to Meet Soft Needs and Boost Employee Retention
You don’t need an elaborate program to make employees feel seen, heard, and valued. Simple, consistent actions make the biggest impact.
Start by asking real questions — and actually listening. Instead of a quick “How’s it going?”, ask something more meaningful, like, “What’s something you’re proud of lately?” or “Is there anything about your work we could make easier?” People light up when they sense that you genuinely care about their experience, not just their productivity.
When you give praise, personalize it. Skip the generic “good job” and connect your feedback to what matters to them. You might say, “I know how much pride you take in accuracy — thanks for double-checking that order,” or “Your attention to detail really saved us today.” When praise feels specific and personal, it resonates much deeper.
And don’t just celebrate big wins. Recognize progress — even small steps forward. When employees see that their growth is noticed, even in minor ways, it fuels engagement and momentum.
Practical Leadership Habits That Strengthen Teams
Connection is the foundation. Smart leadership habits build on top of it.
One important habit is catching people doing things right — in real time. Most managers only speak up when something’s wrong. Instead, turn it into a daily mission to spot and acknowledge positive behaviors. It not only reinforces what you want more of, it shifts the emotional tone of your workplace.
Another critical shift is separating skill set from mindset. When someone struggles, don’t immediately assume they’re careless or unmotivated. Ask yourself two questions: do they know how to do the task (skill set)? And do they care enough to do it well (mindset)? This two-lens approach, which I teach in my 30-Second Leadership model inside my Hourly Employee Management System (HEMS), gives you a clear, targeted way to coach people without falling into frustration or unfair assumptions.
Also, invest in the first five minutes of every shift. Greet employees personally. Set clear expectations. Remind them why their work matters. These first few minutes can set the emotional tone for everything that follows — and they’re almost always overlooked.
Finally, coach for the future, not just for the moment. When someone makes a mistake, correct the thinking behind it, not just the action. Helping employees build better decision-making skills is what transforms them from short-term workers into long-term assets.
Building Workplace Culture: In the Head, In the Heart, and On the Floor
If you really want to lock in employee engagement, you can’t just manage individuals. You have to build a culture they’re proud to be part of.
When a strong culture is in place, it shapes how people think, how they feel, and how they act — even when you’re not watching. But culture isn’t just about mission statements or posters in the breakroom. It has to be real, lived, and reinforced daily.
Building a real culture happens three ways:
First, In the Head: Employees must clearly understand what your culture actually is — what your workplace’s “way of doing things” really looks like. That means being crystal clear about standards, expectations, and behaviors. It’s not enough to say “we believe in excellence” or “teamwork matters.” You have to show people what excellence means here. What teamwork looks like here. If people can’t explain it simply, they won’t live it consistently.
Second, In the Heart: Your culture has to appeal to employees’ soft needs. It must give them a sense of purpose, belonging, and pride. It’s not about catchy slogans. It’s about creating a workplace where people feel respected and included, where they’re part of something bigger than just their next task. When your culture touches their heart, they don’t just comply — they commit.
Third, On the Floor: Culture has to show up in visible, tangible ways — not just at team meetings, but out on the floor where the real work happens. That’s where traditions, rituals, and daily practices come in. Maybe it’s how you kick off every shift with a huddle, celebrate milestones, or publicly recognize someone who lives your values. Those small rituals aren’t fluff. They’re what remind employees who they are here — and why it matters.
When you build a culture that’s in their head, in their heart, and on the floor, you don’t have to beg people to engage. They’ll want to — because they’re part of something they believe in.
Leadership Development You Can Start Today
If you’re ready to lead more effectively — for yourself, your team, or your business — here are a few ways I can help:
📖 Read my book, Stop the Shift Show, packed with practical strategies for managing and motivating hourly employees. [Link to book]
🎓 Take the Hourly Employee Management System (HEMS) course, a self-paced program packed with tools to improve engagement, coaching, and team performance.
🎤 Bring me in for a keynote or workshop, live or virtual, tailored to helping leaders and managers build stronger, higher-performing teams. [Link to keynotes/workshops]
🤝 Work with me one-on-one through private coaching, if you’re serious about elevating your leadership impact. [Link to coaching]
No theory.
No corporate jargon.
Just proven, field-tested ways to lead better and get better results.
Final Thoughts
The workforce isn’t broken. People want to do great work — for leaders who see them, hear them, and value them for who they are. The opportunity is real. The change starts with us.
Until you fully commit to leading this way, you’ll never truly know how much your employees might care, how long they’ll stay, or how well they’re capable of performing. When you’re fully engaged as their leader — and you create a workplace that’s worthy of their engagement — you’ll start seeing levels of loyalty, energy, and pride that most businesses only dream about.
Fix your leadership, and you’ll fix your business. Ready to start? Reach out now!
Scott Greenberg is a keynote speaker, business coach and the author of the books, The Wealthy Franchisee: Game-Changing Steps to Becoming a Thriving Franchise Superstar, and Stop the Shift Show: Turn Your Struggling Hourly Workers into a Top-Performing Team. He’s also creator of the Hourly Employee Management System online certification course.
