Latest news with #disengagement
Forbes
7 hours ago
- Business
- Forbes
Why Coaching Every Employee Is A Smart Talent Strategy
Michel Koopman is the CEO & Founder at CxO Coaching, with a distinguished career as a senior operator and entrepreneur. In the workplace, disengagement runs deep. According to Gallup, nearly 60% of employees globally are psychologically detached from their work, doing only what's required without meaningful connection or motivation. Meanwhile, manager burnout and turnover are rising, leaving organizations scrambling to retain both leadership and institutional knowledge. Amid this pressure, professional development is now one of the things that employees value most in the workplace. I've seen how these shifting employee priorities are redefining how companies approach development. Coaching, once reserved for executives navigating the upper echelons of leadership, is now being reimagined as a tool for every layer of the organization. And a true coaching culture fosters continuous growth as a daily expectation. Instead of waiting for promotions or performance reviews, development happens through everyday conversations, feedback and reflection. If companies want to embed coaching into their culture and position themselves for stronger retention and sustained growth, here's what leaders should keep in mind: Managers play a huge role in shaping the employee experience. We've all heard it before: People don't quit jobs—they quit managers. It serves as a powerful reminder of the impact managers have on the employee experience. In my experience, the relationship between an employee and their direct manager is the single most important factor influencing engagement, productivity and retention. While competitive pay and perks matter, the day-to-day experience of being seen, supported and developed is what creates loyalty. When managers coach rather than dictate, when they ask instead of assume and when they invest in growth rather than just outcomes, they can unlock a level of trust that transforms teams. The implications are significant. Teams with coach-minded leaders report greater trust, stronger collaboration and a heightened sense of psychological safety. And in a talent market where skilled professionals have more choices than ever, these human factors often outweigh compensation alone. This is the heart of a modern employee value proposition: Growth that extends beyond the job description. Coaching is a skill that requires practice. Here's the catch: Most managers aren't natural coaches. They've climbed the ranks through technical acumen, grit or domain expertise, not necessarily because they know how to develop others. And without a model to follow, even the most well-meaning leader may struggle to deliver meaningful development conversations. This is where external coaches can play a pivotal role. By partnering with seasoned executive coaches at the top levels, companies can begin to set the tone—establishing shared frameworks, development mindsets and communication habits. Once modeled by senior leaders, these coaching habits begin to shape everyday interactions across all levels. Coaching becomes less of an event and more of a habit. Think of it as cultural scaffolding: External coaches can serve as the architects, but internal leaders build the structure day by day. There are several ways to build a coach-first culture. Creating a culture of coaching means focusing on scalable, practical touchpoints that embed development into everyday work. Here are a few ways companies are doing just that: • Group coaching sessions that address common challenges—like decision making, communication or resilience—at scale • Mentoring 'office hours' where experienced leaders offer drop-in sessions for guidance • Using micro-learning tools, such as Blinkist or podcasts, to spark growth conversations in one-on-ones • Employing high-potential programs that blend leadership development with bespoke one-on-one coaching to accelerate rising talent • Integrating digital coaching platforms that democratize access, offering content libraries, skill tracking and AI-powered feedback loops Each of these touchpoints makes development a visible, consistent part of daily work. And when paired with transparent feedback loops and performance alignment, they can create a virtuous cycle of learning and growth. It's important to scale with intention. Expanding coaching from an executive benefit to an organizational norm requires intentional rollout. Start at the top, where the cultural tone is set. Then, equip managers with the tools, language and mindset to coach their teams. Finally, open the doors to every employee by integrating development into workflows, check-ins and team rituals. This doesn't mean blanketing the organization with coaches overnight. It means aligning coaching with business priorities—like innovation, agility and retention—and treating it as an investment in long-term talent sustainability. One proven approach I've seen is piloting coaching initiatives in high-impact teams, measuring outcomes and expanding based on what works. This phased strategy allows companies to tailor coaching delivery to real organizational needs while building internal buy-in. In closing, culture has become a deciding factor in where people choose to work. When coaching becomes a shared experience, when it moves from the corner office to every desk, something powerful happens. I've seen firsthand how engagement rises and retention strengthens. People begin to see not just what their role is but who they're becoming. It's time to close the gap between potential and performance—for everyone. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?
Fast Company
23-07-2025
- Business
- Fast Company
How to perform well if you're disengaged
Let's face it, work can be a slog. And while you might be struggling to engage personally, there's also evidence that you're in good company. All over the world we're more disengaged than we've been in years. But even as you're not inspired, motivated, or energized, you know you still have to show up and perform well. So how can you be effective when engagement eludes you? There are some unexpected, but powerful strategies that can help you through. WE ARE DRAGGING Evidence from Gallup shows engagement is at a 10-year low, globally. In fact, only 31% of employees say they are engaged. These are the people who feel enthusiastic about their work. Only 42% say they know what's expected of them at work. And 17% of people are actively disengaged, meaning they feel negative and resentful about their work. It's reasonable that we're not jumping out of bed every morning to show up in the office or onscreen. We're overwhelmed and fearful, and this can make it difficult to throw ourselves fully into our work. In a survey of 32,000 people in 28 countries Edelman found that 88%–61% of people were afraid of everything from inflation and economic concerns to climate change, nuclear war, or information war. In addition, there's a lot of uncertainty today. According to DDI, which studied 11,000 leaders, fully 42% of CEOs were concerned about uncertainty. Moreover, in a GlobeScan survey of almost 30,000 people across 31 countries, 78% said they felt that things were changing so fast, they couldn't cope and struggled with anxiety as a result. It's tough to stay engaged when we're feeling overloaded, disoriented, or disheartened by so many stressors, but there are ways we can overcome the challenges and bring our best to our work. THINK LONG TERM One of the best ways to perform well, despite feeling disengaged, is to keep the long term in mind. Today's environment might not be great, but doing your best will pay off for a better future. When you perform well, others will notice, and you'll be more likely to be selected for the exciting new project or be on the radar when promotion opportunities emerge. In addition, tough times can be great for learning. If you have a subpar manager, you can observe, reflect, and cement your opinions about how not to lead (or how you'll lead better someday). Or if your work doesn't fully consume your capacity, you may have extra time to take a class or join an association. You can look at challenging times as opportunities to build your knowledge and resilience for the next phase. Focus on how the work and learning you do today will be an investment in your future. LINK WORK TO YOUR IDENTITY Another lesser-known way to enhance your performance is to link your activities to your sense of yourself. It's healthy to get a sense of identity from your work. In addition to your family, friends, volunteer activities, and personal pursuits, work is one of the ways you express your talents, make a contribution, and reinforce what makes you unique and important. By focusing on who you are, you can find more meaning in your daily tasks. You don't have to do the project just because your boss said you must, you're completing it because you're a brilliant performer. You don't show up for the meeting just because you're on the team, but because you're an innovative thinker and they need your ideas. Thinking of who you are and linking it to why you're taking action, can help you feel motivated by what you value, the value you deliver, and who you are. CULTIVATE A SENSE OF TEAMWORK Another way to increase your motivation to perform well is to remind yourself of how your work impacts others. It's one thing to complete a task and check it off your list, but knowing how it will feed others' work can be make a difference to your morale. Even if your responsibilities are largely individual, all work includes some aspects of interdependence. Your coworker is waiting for output from you so she can take the next step. Your colleague needs your input to work on his project. Or there's a customer down the line who will benefit from your portion of the process. We all have an instinct to matter, and knowing we have obligations to others can be motivational when we consider our impacts. MANAGE YOUR WORKFLOW You can also ensure you perform well in the face of less-than-ideal engagement by using tactics that make the work seem more manageable. For example, you can break down a larger responsibility into smaller tasks. Instead of simply telling yourself you have to write the report, consider sub tasks that you'll need to accomplish. Give thought to how you'll need to research the key topic, summarize the primary ideas, write each chapter, and create recommendations. By separating work into components, you'll make it feel less daunting and more doable. You can also be sure that you're focusing on one thing at a time. We lose a lot of time with pings, dings, and interruptions, because multitasking creates the need to reset repeatedly as we shift from one thing to another. But if you can, turn off notifications or change your status to 'do not disturb,' for a period of time. Doing so will help you focus and get things done more effectively. Another surefire way to enhance performance is to plan your tasks based on your own rhythms. Many people are better at analytical or detailed work at the start of their day, when they're fresh. And then they are stronger with creative or divergent work in the afternoons when they've been at it for a while. Consider how you work and, as much as possible, plan your tasks based on your energy levels and your assessment of when you can do your best work. You can also boost your performance by taking breaks. Getting away from their desks or taking short brain breaks after finishing key tasks improved productivity for people in studies published in both the Journal of Applied Behavioral Analysis and in the Journal of Applied Psychology. And breaks can also increase your energy and reduce fatigue, based on another study that was published in Psychological Reports. REDUCE THE PRESSURE Overall, we may put pressure on ourselves to be always-on and supereffective all the time, but we're wise to reduce the burden we impose on ourselves. No one is perfect, and it's unrealistic to think that we'll be constantly achieving. This expectation can cause us to feel trapped by unrealistic standards. But if you can remind yourself that no one is flawless, and that you'll have good days and bad days, it can help your mood. In addition, you can give yourself permission to do just enough during a period where your work is less engaging. There's an old saying that if you're trudging through a swamp, it's best to just keep going. Challenges with engagement are like this, too. There may be muck and mosquitos right now, but you can get through to the other side. Keep at it, validate your efforts, and team up with others to support each other. These will help you survive and even thrive.
Forbes
15-07-2025
- Business
- Forbes
7 Quiet Cracking Habits Sabotaging Your Career Growth
Quiet cracking could be holding you back from real career growth at work. If you're looking to accelerate your career growth this year, an invisible roadblock called "quiet cracking" may be holding you back. A March 2025 TalentLMS survey shows that 54% of employees experience this phenomenon, and nearly one in 5 say it occurs frequently. Quiet cracking is more subtle than burnout and sneakier than quiet quitting. It can silently undermine your momentum and stall your career growth. Here is how to spot these self-sabotaging habits and address them before they hold you back. What Is Quiet Cracking? Quiet cracking is the slow erosion of workplace satisfaction from within—a persistent feeling of disconnection that gradually leads to disengagement. Unlike burnout, which brings exhaustion, or quiet quitting, which shows up as dropped performance, quiet cracking operates in the shadows, secretly undermining your connection to work. The TalentLMS research shows that employees experiencing quiet cracking are: This creates a vicious cycle that limits career growth opportunities. What makes it dangerous is its subtlety. You're meeting basic requirements but no longer going above and beyond. You're present but not engaged, contributing but not leading. Why Quiet Cracking Threatens Career Growth Promotions go to employees who demonstrate leadership potential, initiative and strategic thinking, not just technical competence. Managers promote people who are visible, engaged and actively contributing to organizational success. When you're quietly cracking, you become invisible to decision-makers. You stop volunteering for high-impact projects, avoid stretch assignments and retreat from collaboration. This withdrawal signals that you're either uninterested in advancement or not ready for increased responsibility. With global employee engagement falling by two percentage points in 2024, costing the world economy an estimated $438 billion in lost productivity, according to Gallup, organizations focus on promoting employees who can reverse this trend. 7 Quiet Cracking Habits Blocking Career Growth Here are the seven most common quiet cracking behaviors that can derail your career advancement. One of the most common quiet-cracking behaviors is minimizing your contributions during team meetings or performance discussions. This habit hurts your career advancement prospects because managers need to understand your impact to advocate for your promotion. When you consistently downplay your wins, you're erasing your track record of success from leadership's memory. Decision-makers can't promote what they can't see or remember. Expert Tip: Practice confident self-advocacy. When discussing recent projects, try saying, "I wanted to add that my data analysis helped drive those results last quarter, and I'm excited to build on that success." This approach acknowledges your contribution while demonstrating enthusiasm for future challenges. Quiet cracking often manifests as avoiding stretch assignments, declining to present to senior leadership or staying in the background during important initiatives. This behavior directly undermines your promotion potential because high-impact projects are where future leaders are identified and developed. When you consistently avoid these opportunities, you miss chances to showcase your capabilities and build relationships with key decision-makers. Expert Tip: Actively seek out challenging assignments. When opportunities arise, respond with, "I'd love to lead the next phase of this project. Here's how I plan to approach it." This demonstrates both initiative and strategic thinking, two qualities essential for advancement. Another quiet-cracking habit involves perfectionism, which prevents you from sharing ideas until they're fully formed. This behavior hurts your promotion chances because it positions you as reactive rather than proactive. Leaders want to see employees who can think strategically and contribute to organizational direction, not just execute perfectly polished plans. Additionally, working in isolation limits your collaborative opportunities and reduces your visibility across teams. Expert Tip: Embrace collaborative ideation. Share your thinking early and often by saying, "Here's an early draft of my idea. I'd love your input on how to strengthen it." This approach demonstrates confidence, strategic thinking and collaborative leadership skills. Quiet cracking often includes avoiding projects that feel challenging or outside your comfort zone. This risk-averse behavior signals to leadership that you're not ready for increased responsibility. Promotions inherently involve taking on new challenges and uncertainties. When you consistently avoid stretch assignments, you're essentially telling decision-makers that you prefer the safety of your current role. Expert Tip: Reframe challenges as growth opportunities. When faced with a challenging assignment, respond with, "This is new for me, but I'm eager to learn and take it on." This demonstrates the growth mindset that leaders look for in promotion candidates. When quietly cracking, you might start avoiding performance conversations, skipping one-on-ones or dreading feedback sessions. This behavior severely undermines your promotion potential because regular feedback is essential for professional development. When you avoid these conversations, you miss opportunities to understand expectations, address concerns and demonstrate your commitment to growth. These conversations are also where you can discuss any resources or support you need to succeed. Expert Tip: Actively seek feedback by saying, "I'd appreciate your feedback on my recent work. Can we set up a quick check-in?" This proactive approach shows maturity and commitment to continuous improvement. Quiet cracking often includes withdrawing from cross-functional projects, avoiding company social events or declining mentorship opportunities. This isolation hurts your promotion prospects because advancement usually depends on having advocates throughout the organization. When you limit your network, you reduce the number of people who can speak to your capabilities and potential. Expert Tip: Expand your network by reaching out to colleagues and saying, "I'd love to connect and learn more about your team's work. Are you open for coffee?" This approach builds relationships while demonstrating genuine interest in the broader organization. The most damaging quiet-cracking habit is assuming your ambition is obvious without ever explicitly communicating your promotion goals. This silence severely limits your promotion potential because managers can't advocate for opportunities they don't know you want. Decision-makers are often juggling multiple priorities and may not recognize your advancement interests without clear communication. Expert Tip: Have explicit career conversations with your manager by saying, "I'm excited about my progress here and am interested in next-level opportunities. What skills should I build to be ready?" This approach demonstrates ambition while seeking specific guidance for development. Breaking Free From Quiet Cracking Quiet cracking represents a silent threat to your career advancement, but awareness is the first step toward recovery. While these seven habits might feel protective, they ultimately limit your potential and visibility within your organization. The good news is that each of these patterns can be reversed with intentional action and consistent practice. By embracing visibility, seeking challenges and advocating for your career goals, you can transform quiet cracking from a career limitation into a catalyst for career growth. Your next promotion might depend on recognizing these habits and taking action to change them before they change your career path.
The National
05-07-2025
- Politics
- The National
Syria willing to work with US to revive 1974 disengagement deal with Israel
Syria has said it wants to work with the US to reimplement the 1974 disengagement agreement with Israel, which created a UN-patrolled buffer zone separating the two countries' forces. During a phone call with US Secretary of State Marco Rubio, Foreign Minister Asaad Al Shibani expressed Syria's 'aspiration to co-operate with the United States to return to the 1974 disengagement agreement', the Syrian Foreign Ministry said in a statement. Israel violated the agreement when its troops entered the zone after the rebel forces toppled Syrian president Bashar Al Assad in December. Washington has been driving diplomatic efforts towards a normalisation deal between Syria and Israel, with US envoy Thomas Barrack saying last week that peace between the two was needed. Speaking to The New York Times, Mr Barrack confirmed this week that Syria and Israel were engaging in 'meaningful' US-brokered talks to end their conflict. Israel launched hundreds of air strikes on military targets in Syria and carried out incursions deeper into the country's south after the overthrow of Mr Al Assad, whose regime survived nearly 14 years of civil war with the help of Iranian and Iran-backed forces. Syria's new authorities refrained from responding to the Israeli attacks and admitted to holding indirect talks with Israel to reduce tensions. The two countries have no official diplomatic relations, with Syria not recognising Israel and the two nations technically at war since 1948. Israel conquered around two-thirds of the Golan Heights from Syria during the 1967 Arab-Israeli war, before annexing it in 1981 in a move not recognised by any country other than the United States. A year after the 1973 war, the two reached an agreement on a disengagement line. As part of the deal, an 80km-long United Nations-patrolled buffer zone was created to the east of Israeli-occupied territory, separating it from the Syrian-controlled side. Israeli Foreign Minister Gideon Saar said on Monday that his country had an 'interest' in normalising ties with Syria and neighbouring Lebanon. He added, however, that the Golan Heights 'will remain part of the State of Israel' under any future peace agreement. Syrian state media reported on Wednesday that 'statements concerning signing a peace agreement with the Israeli occupation at this time are considered premature'. During the call with Mr Rubio, Mr Al Shibani received a formal invitation 'to visit Washington as soon as possible', the Syrian Foreign Ministry said on Friday. It said the two men also discussed Syrian President Ahmad Al Shara's participation in the upcoming UN General Assembly. Mr Al Shibani visited the UN headquarters in New York in April, where he raised Syria's new flag. He and Mr Rubio also talked about 'the Iranian threat in Syria', with Damascus expressing 'its growing concern over Iran's attempts to interfere in Syrian affairs, especially following the strikes that recently targeted Tehran', the Foreign Ministry said, referring to last month's Israel-Iran war.
LBCI
04-07-2025
- Politics
- LBCI
Syria says ready to work with US to return to 1974 disengagement deal with Israel
Syrian foreign minister Asaad al-Shaibani said on Friday that Damascus was willing to cooperate with Washington to reimplement the 1974 disengagement agreement with Israel. In a statement following a phone call with his American counterpart Marco Rubio, Shaibani said he expressed Syria's "aspiration to cooperate with the United States to return to the 1974 disengagement agreement". Syria and Israel have technically been in a state of war since 1948. AFP
