Lead with flexibility: The contingency approach to leadership

February 9, 2024 - 10 min read

Agbaje Feyisayo

“Change is the only constant in life,” Heraclitus once said, and nowhere is this truer than in leadership.

Imagine you’re the driver on a long car trip. You’ve got a map and a plan, but you know you might hit some detours along the way. The best leaders are those who can change their plan when a road is closed, or there’s a better path they didn’t know existed before. They don’t just stick to the route they started; they’re ready to try new ways to get to where they’re going.

Now imagine you’re leading a team, and something unexpected comes up — a new problem that no one saw coming. A good leader won’t just throw up their hands. Instead, they’ll take a deep breath and use it as a chance to come up with new ideas and grow stronger. They’ll ask their team, “What do you think?” and really listen to their feedback.

In leadership, your team’s ideas and feedback are invaluable. They can turn challenges into opportunities for growth and innovation. Using a work management software like Wrike ensures every team member’s suggestions are heard and integrated into your planning.

With Wrike’s dynamic Gantt charts, for example, you get a clear overview of your projects. You can see who’s doing what, which tasks are due when, and how everything comes together. It keeps your team aligned, so when plans change, as they often do, you’re ready to respond with a solid, collective approach.

Scale and grow your team with the most powerful work management software — start your free Wrike trial now.

Understanding the contingency approach to leadership

Leadership is an evolving practice that demands keen awareness and adaptability. In leadership, we often talk about the “contingency approach” — a term that essentially means there is no universal playbook for effective leadership.

Every situation is unique and, as a leader, you’re tasked with figuring out which leadership tool will fix the problem at hand. Leadership demands a keen eye for strategy and the right tools to manage the complexities of any situation.

Take, for example, Wrike’s custom workflows. When faced with a tight deadline, you can use these workflows to automate task assignments based on project updates or status changes. This means less time spent on manual organization and more time for strategic decision making.

Using Wrike means having access to a suite of tools that support a contingency approach to leadership, enabling you to select the most appropriate leadership style for the task at hand. Whether through real-time collaboration or streamlined workflow management, Wrike equips leaders with the features necessary to guide their teams with confidence and flexibility.

Remember — being flexible doesn’t mean being indecisive; it means being thoughtful and responsive to your team’s needs and the demands of each project. The lesson is that you guide your team through the rough patches and celebrate the big and small wins together.

Ready to revamp your work processes with Wrike? Start your free trial now.

The importance of flexibility in leadership

Flexibility in leadership is the bedrock of effective management. Flexibility means your leadership style fits your teams’ and projects’ needs. This adaptability fosters a supportive environment where creativity and innovation can flourish.

When leaders embrace flexibility, they send a clear message: they value their team’s input and insights. This openness builds trust and encourages a culture of mutual respect. As challenges emerge, a flexible leader navigates through them quickly, guiding their team toward solutions that align with individual and organizational goals.

Your agility in adapting to new challenges defines your success as a leader. Recent insights from Wrike’s efficiency report reveal that 57% of business leaders acknowledge their employees’ concerns about being overworked. This statistic clearly shows the need for leaders to create a supportive atmosphere where team members can thrive without the fear of burnout.

You can reinforce this agility with Wrike’s real-time reporting. These features give leaders a deeper understanding of team performance, project progression, and operational bottlenecks. Our reports allows you to assess the health of your projects at a glance. This means you can make informed decisions swiftly, ensuring your management style remains flexible and responsive to your team’s current needs.

Caitlin Beaty, Assistant Agency Manager at Knorr Marketing, highlights Wrike’s transformative impact: “Wrike simplifies all of our processes in a way that makes every department more efficient. Less time tracking down the status of a project means more time spent helping our clients be more successful!”

Her feedback echoes the sentiments of many leaders who strive for efficiency without compromising their team’s wellbeing.

The role of a flexible leader in a complex environment

Let’s explore two key aspects of a flexible leader’s role: adapting to changing circumstances and navigating through uncertainty.

Adapting to changing circumstances

Flexible leaders understand the importance of strategies and methods that may have worked in the past. Change is the only constant, and you’re always ready to adapt as a flexible leader. Gone are the days of sticking to a plan simply because it’s the plan. You’re looking for technological shifts, market trends, or team dynamics — and you’re quick to guide your team in a new direction. A flexible leader is proactive, not reactive.

In an era where change is a given, flexible leaders leverage tools like Wrike’s generative AI to adapt and innovate. This feature supports leadership by automating routine tasks and generating new content, freeing up leaders to focus on strategic decision making and nurturing a culture of creativity.

For instance, when a new market trend emerges, Wrike’s generative AI can quickly provide relevant data and brainstorm ideas, empowering teams to push the envelope and stay ahead of the curve.

With a tool that understands your brand’s voice and vision, you can effortlessly create project briefs, detailed plans, and creative ideas. Stella Peterson, Head of Legal Operations at Kalexius, shares, “Every week I create reports for clients, and every week I can do that faster because we automate everything. It’s a huge time saver. Because the data is readily available in Wrike, we can pull reports in just five minutes.”

Leaders who embrace such tools create an environment where innovation is encouraged and seamlessly integrated into the workflow.

Navigating through uncertainty

Uncertainty in business can lead to unease, making clear and effective communication important. Flexible leaders shine in these moments, offering direction and reassurance to their teams. They maintain transparency, sharing knowledge and updates that help demystify the unknown and align the team’s efforts.

In the world of work, where changes come thick and fast, adapting and communicating with your team is non-negotiable. According to Wrike’s Dark Matter of Work report, 75% of workers don’t see themselves returning to the old way of working since the pandemic. And here’s the thing: this shift to remote working is sticking around.

Wrike gives you a clear overview of all your projects, no matter where your team members are. This means you can have a virtual office that’s open 24/7, where everyone can see what’s going on and what they need to do next. Wrike lets you give real-time feedback to teams across different locations, keeping everyone focused on what matters.

So, when it comes to guiding your team through uncertain times, Wrike has your back. It’s all about keeping everyone informed and on track, which is exactly what you need to lead a team through change.

Challenges in applying a contingency approach

While the contingency approach to leadership offers numerous benefits, it has challenges. Two common challenges are identifying the right leadership style and balancing flexibility with consistency.

Identifying the right leadership style

The contingency approach is recognizing that there’s no perfect way to lead. Each team and situation demands a distinct approach.

The challenge is often about pinpointing the most effective leadership style for the task. This means getting to know your team — their strengths, their preferences, and what gets them motivated. It also means you must stay open to feedback and adjust your approach as needed.

For example, quick and decisive action might be essential in a fast-paced tech startup, calling for a more directive leadership style. In contrast, a creative agency might benefit more from a participative approach encouraging idea sharing and collaboration.

But it doesn’t stop there. Leaders must consider the cultural and organizational context in which they operate. Different cultures value different leadership styles, and what may be effective in one culture may not work in another. It requires leaders to be culturally sensitive and adapt their style accordingly.

Balancing flexibility and consistency

Flexibility in leadership allows for adaptation; however, a consistent framework must anchor it. This balance ensures that while tactics may shift to meet new challenges, the organization’s core mission and values stay unchanged. Leaders can achieve this by setting clear guidelines and principles for their decision making.

For instance, a leader might emphasize open communication, integrity, and innovation as non-negotiable values that guide their actions, regardless of the situation. However, the challenge lies in avoiding the extremes, as being too rigid can suppress creativity and innovation.

At the same time, excessive flexibility may result in a lack of direction and confusion. Leaders must be adept at reading the room, understanding the unique dynamics of each situation, and deciding when a firm hand is needed and when a more flexible approach is beneficial.

Leaders who adopt the right tools make a difference

A contingency approach to leadership requires a blend of steady principles and adaptable tactics. As a leader, you must know when to stand firm and when to bend, ensuring your vision remains intact even as the path to achieving it evolves.

Leaders who excel in this balancing act are the ones who can manage and genuinely inspire their teams. The real art of leadership creates a culture where resilience is celebrated and emotional intelligence is a given. It’s an environment that thrives on collaboration, where challenges are met with creativity and agility.

As a leader, your role is to confidently guide your team through changes, using every tool at your disposal to make the journey as smooth as possible. Wrike supports the dynamic needs of leaders and teams alike. With Wrike, you can streamline communication, organize tasks, and adapt to the demands of your project. You can manage projects and lead your team to success efficiently, effectively, and flexibly.

Ivan Ward, a producer and media manager in the retail industry, encapsulates the essence of confident leadership: “Wrike really does inspire confidence as a leader simply because when you know where things are at any given point and you know your team’s workload, you know how to plan. You simply have visibility into everything, and I think visibility for us is confidence-inspiring.”

If you are ready to lead with new flexibility, try Wrike today and experience the difference the right tools can make.

Agbaje Feyisayo

Agbaje Feyisayo is a dynamic content marketing expert boasting over 10 years of experience in product marketing. Her journey has seen her delve into various industries, honing her skills in creating engaging and compelling marketing content across the web. She has worked for top companies like Microsoft, Nike, and American Bullion.

#Thought Leadership #Employee Engagement #Leadership & C Suite

Leadership 10 min read

Employee Retention: The True Cost of Losing Your Best Talent

How do you spot a great manager? It’s someone who fosters a culture of productivity and excellence. Someone who’s fun to work with, and connects with their teammates on a personal level. Someone who knows how to inspire and lead their team to success. In short, someone who makes people want to show up — and stay. Low turnover on your team may make you feel like a successful manager. After all, if you only lose a handful of people on your team each year, you must be doing something right. But what if that high employee retention rate is actually a negative—an indication that you’re failing to challenge employees and creating a culture of complacency? What if the few people you’re losing are actually your best and brightest? Employee turnover already costs US companies $160 billion a year. Replacing an employee can set your company back as much as 2x their annual salary. And with high performers delivering approximately 400% more in productivity than the average employee, losing even a few of your star workers can have an astronomical impact on your bottom line. Not only do high-performers cost more to replace, new research by SAP and Oxford Economics shows that less than half of them are satisfied with their jobs, and 1 in 5 say they're likely to leave in the next six months. Source: HBR It’s time to redefine successful employee engagement and retention. There are many questions to consider when it comes to employee retention, especially when using professional services to hire: are salaries direct costs for professional services firms? Do professional services have to provide proof of workers' compensation? Let’s examine the true cost of losing an employee, beyond the obvious hiring expenses, and uncover the real reasons high-performers and high potentials leave their jobs. Got $13 Billion? The Real Cost of Employee Turnover According to the US Labor Department, the number of Americans who quit their jobs is now the highest it’s been in nearly a decade: 3.1 million people voluntarily left their jobs in January 2017. That employee turnover is expensive. From advertising and recruiting to training and lost productivity, costs add up quickly for organizations that fail to actively invest in their workforce. Hiring costs: Between advertising open positions, screening applications, and interviewing candidates, the recruiting process alone represents a significant expense for companies. It costs $4,000 and takes 52 days on average for US businesses to fill an open position, to the tune of $13 billion a month. Onboarding costs: On average, businesses spend the equivalent of six to nine months of an employee’s salary to locate and train their replacement, not including valuable time spent by management and supervisors during on-the-job training. Lost productivity: These "soft costs" are trickier to quantify, but still have a significant impact on a business' bottom line. New hires simply aren't as productive as the person they’re replacing, and may take a year or two to get to that level. Not to mention potential errors made by new employees who are unfamiliar with your company's processes, tools, and policies. Poor engagement: When a teammate leaves, the rest of your employees are bound to wonder why, and may even consider leaving as well. This ripple effect can lead to a significant uptick in disengaged employees, which costs US companies up to $550 billion a year in lost productivity. To put these figures in more relatable terms: for a salaried worker earning $60,000 a year, your company will likely spend $45,000 to replace them. Warning Signs Someone is Ready to Quit Just as a poker player's “tell” hints at the content of their hand, a team member's behavior can tip you off that they're looking to leave. A new study by researchers at Utah, Florida, and Arizona State Universities defines a set of 13 “pre-quitting behaviors” that managers can use to identify those at risk for turnover—and possibly intervene in time to convince them to stay. These behavioral cues include: Decreased productivity A reticence to commit to long-term timelines Dampened enthusiasm for the organization’s mission Less willingness to act as a team player Stereotypical signs of an employee's impending departure, like wearing a suit to a casual office or a sudden rise in the number of doctor's appointments, did not show as strong a statistical correlation with employees who quit soon after. Researchers have also found that job hunting jumps by 6% around an employee’s work anniversary, increases 12% around birthdays, and spikes to 16% around non-work-related gatherings like school reunions, when people are more inclined to reevaluate the state of their life goals. With these figures, it’s tempting to accept employee turnover as a fact of life. But many of the reasons employees quit are surprisingly simple, even for high performers, and managers who fail to ask why their workers want to go may be needlessly losing people who are costly to replace. The New Employee Retention Model While competitive pay and benefits packages remain an important part of the equation, it’s no longer enough to retain your top talent. Recent years have brought about a significant shift in the employee/employer relationship dynamic: today’s young professionals expect to work for many companies over the course of their career, and require a sense of purpose and personal growth at each stage. This shift belies a need for a new employee retention model that begins with hiring, and extends to creating an enriching work environment. Effective employee retention strategies start with hiring the right person. One of the most common reasons people leave their jobs within the first 12 months is a poor fit, so don’t oversell the position to candidates. Be honest about what the job really entails and how success will be measured. Lori Goler, Global Head of People at Facebook, shares her favorite interview question with The Wall Street Journal: "'On your very best day at work when you go home and you think, I have the best job on the planet, what did you do that day?' I want to be sure that whatever job or role the person is coming into is something that has a lot of whatever that is in it. That is how you get someone to play to their strengths from the very beginning." Job fit isn’t the only thing to consider when hiring; culture fit is more important than ever. Millennials now represent over half of today’s workforce, and the who of their daily work matters to them just as much as the what. They want to work alongside people they like and enjoy collaborating with. And if they’re not finding that at your company, they’ll look for it somewhere else. So how do you create that culture of camaraderie? In an article published on LinkedIn Pulse, Josh Bersin, founder of Bersin by Deloitte, urges managers to apply Maslow’s Hierarchy of Needs when cultivating a vibrant workplace culture that meets high-performing employees' expectations. Once people are “safe” (paid well) they want their work to be meaningful, apply to their personal skills and interests, to feel appreciated, and to work for a company they're proud of. Recognition and rewards remain an important and practical way to create a positive culture, so raises, promotions, and public recognition for your star employees are critical to keeping them engaged. As Jean Martin and Conrad Schmidt explain in an article for Harvard Business Review, “Even employees who haven’t been dubbed high potentials work harder in a place where good things happen to those who deserve them.” While public recognition remains a key element of a thriving company culture, high performers also require more frequent feedback and recognition from their own managers. 50% of high performing employees expect at least a monthly sit down with managers, but only 53% say they are getting the feedback they want from their superiors. Busy managers must make the time for frequent one-on-ones with their top team members, or risk them feeling that they're under-appreciated or stagnating in their careers. Another crucial aspect of a company culture that retains high performers is that of ongoing education—which is not only a benefit for your workers, but good for your organization. High-performers and high potentials represent future company leadership, and that process should start early in their careers. But it’s no longer enough to send people to conferences, workshops, or 3-day certification programs. Today’s top employees demand continuous learning opportunities, delivered through innovative platforms that fit their individual schedules. Ongoing education must be woven into the everyday priorities and schedules of your best performers. Even managers with limited funds for training can frame new projects and assignments as learning opportunities to keep high performers engaged. Implementing all of the above employee retention ideas doesn't guarantee that you'll retain your top talent, however. At the end of the day, people simply won’t stay with a company where they feel stuck. Even after controlling for factors like pay, job title, and industry, a study conducted by Glassdoor found that workers who stay longer in the same job without a title change are significantly more likely to move to another company for the next step in their careers. Keeping your best employees means giving them clear paths to advancement, and acknowledging them as future leaders early on. One large company profiled by Glassdoor solves this problem by giving high achievers access to exclusive online discussion boards, led by the CEO, that are centered around the company’s most pressing challenges. High achievers share their solutions and volunteer for new assignments, which not only ups transparency and involvement, but gives the executive team a direct line to the company’s rising stars. Solutions to Employee Turnover Companies are now experiencing a shift towards what Deloitte terms the “new organization,” characterized by highly empowered teams and workers. To retain top employees and stay competitive, companies must go beyond traditional engagement strategies like competitive pay and benefits packages. Smart managers will recognize the need to create an engaging workplace based on a strong learning culture, and define a new model of leadership and career development for their teams. As Josh Bersin writes, "High-performing companies serve their employees just as well as they serve their customers."

Leadership 10 min read

A Beginner's Guide to Ethical Leadership

Making decisions can be tough when you are aiming to do the right thing and make ethical choices in the face of complicated issues. Even though it’s challenging, being an ethical leader is crucial to having a fair and functional business. In this beginner’s guide to ethical leadership, we’ll discuss the primary theories and why it matters. We’ll also provide traits that an ethical leader should have and give examples of being ethical at work that you can use in your day-to-day life. What is ethical leadership? In the world of business, ethics are becoming more prevalent. This is why it is very important for leaders to develop their skills and knowledge in this area. Knowing how to behave in the workplace can help you become a great leader. Ethical leadership is about a) being a leader who prioritizes ethics in decision-making and b) putting people in positions of authority and responsibility who will promote and demonstrate ethical conduct. There are many benefits to ethical leadership. Ethical leaders can help create a positive environment for employees and the organization. Positive working atmospheres help employees feel valued and included in the workplace. Ethical leadership can also involve the management of team members' conduct and collaboration. This can be done informally and formally using a written code of conduct. When employees get along well with one another, it can help build a stronger team. And in general, a positive attitude at work can help improve the overall health of an organization. It can even create a healthy work environment where people can develop their individual and collective goals. All of this comes from the actions of one or more individuals who lead with strong moral codes. Why does ethical leadership matter at work? Ethical leadership is very important for company-wide success in many different ways. It can help create a positive culture within a company. Leaders can help investors feel good about their organization. They can also help customers feel loyal. As a side effect, good press is likely to come from ethical leaders in an organization, especially if this is demonstrated through business continuity. Even partners and vendors can trust and work with an organization that has ethical leadership. In other words, everyone benefits. There is an immediate difference for companies that prioritize ethical leadership. Leaders can also help boost employee morale by encouraging them to be ethical. This helps them feel more motivated and inspired at work. Leaders who are ethical can prevent ethical issues from happening in the long term, which is crucial for business longevity. Doing so can help organizations develop loyal and satisfied employees. Examples of great ethical leadership include resolving disputes, providing a space of non-judgment where workers can honestly discuss issues, and making a conscious effort to provide equitable treatment to everyone involved. Understanding ethical leadership theory Ethical leadership there is often referred to as the ‘4 V’ model. The four V's are: Values Core values based on morality that drive decision-making. Vision A big picture idea of what will benefit everyone involved. Voice Having your own unique sense of self while leaving room for others to do the same. Virtue Behaving in a way that aligns with all of the above. In order to learn how to put the 4 V model into practice, its creators advised students to “develop a value system [that] includes ego development, self awareness training, moral development, social perspective taking, and service learning.” The most challenging part of ethical leadership theory is that it's difficult to measure. That's why it's so important to build self-reflection into your ethical leadership practice. Radical honesty with yourself and others is the only way to improve over time. Ethical leadership theory also depends on a certain level of selflessness from the person or people practicing it. They must always strive to see things from other people's perspectives and often put the needs of others above their own. When faced with moral dilemmas, ethical leaders must forget about company objectives and remember that we're all human. Their decisions may even negatively impact the bottom line at some point. However, ethical leaders understand that revenue may ebb and flow but their actions have a lasting impact on the lives of the people they interact with. What traits do ethical leaders have? There are a number of basic elements that ethical leaders follow in their work. Developing these traits can help you become an ethical leader: Leading by example Leaders should have the same goals and expectations for their employees as they do for themselves. Having the same expectations can help both individuals and businesses thrive while keeping everyone on the same page and ensuring fair treatment all around. Ethical leaders help employees to do their daily tasks by showing them how to be ethical and moral. Being adaptable Good leaders are able to adapt to the changes that are bound to happen in the future. This is the trait that will allow them to excel in today's fast-paced world. Good leaders are also to motivate and retain their employees by creating a positive environment when faced with adversity. Treating everyone equally Not showing respect to others can create a hostile work environment. It can also lead to resentment and make people think they are being treated differently. By working to uncover unconscious bias and understanding the valuable role each individual plays, leaders can ensure they’re always treating their colleagues with fairness. Being a good listener Having good communication skills is very important for leaders to make sure that their organization is a place where people can trust and be honest. Without communication, issues can easily go undetected. Prioritizing self-care Leaders and operations management face stress every day. But no matter what, it is not acceptable to take it out on your workers. Taking advantage of a power dynamic can create tension and frustration in your employees. Leaders who are ethical can manage their stress in a positive and productive way through healthy coping mechanisms. They also encourage others to do the same while making changes that help everyone reduce stress as much as reasonably possible. Managing conflict A moral leader is someone who is capable of solving problems in a way that's fair to everyone. They also take care to ensure that everyone is focused on positive interactions after disputes are resolved. How to become a moral leader By simply making a choice to become a moral leader, you are one. From here on out, the goal is to improve your leadership abilities whenever you are faced with ethical dilemmas. Becoming a moral leader is all about finding your personal ‘why’ statement. Why is morality important to you? Why is being a leader important to you? How does being a moral leader benefit those around you? This is also a great way to tie in your life's greater purpose to your work. If you're serving something higher than yourself, you'll be able to take things less personally and resolve issues in a way that takes your core values into account. Being immoral also means being curious about other people's perspectives. This means remembering that your core values might not be the core values of your employees. That is why developing emotional intelligence is key. Besides practicing the above traits and doing some introspective work, there are no barriers to you becoming a moral leader. You can start demonstrating behavior you'd like to see in the workplace through your daily actions. You can also be open about your journey, especially the struggles. This will inspire others to learn from their mistakes and become more forgiving. Long term, employees will become more likely to take creative risks and reach stretch goals since they’ll be unencumbered by limiting beliefs. Set aside some time for self-reflection daily and weekly. As you journal, don't shy away from challenging situations. Instead, embrace them with openness and see every challenge as an opportunity to improve the lives of others. A great way to become an ethical leader is to start rolling your sleeves up. If your employees need help, an ethical leader is never above lending a hand. Ethical leadership relies on the understanding that all efforts are a team effort and no one is better than anyone else. And finally, don't forget to accept feedback. Ethical leadership thrives on input from others. If someone offers constructive criticism, make sure you take it and apply it to the next situation you find yourself in. Conclusion Ethical leadership is working with others in a way that demonstrates a strong moral code. It has a large impact on the world around you. The ethical leadership theory has four distinct components that are difficult to measure but can be developed over time. Above all else, modeling the right behavior is the key to becoming an ethical leader.

Leadership 7 min read

How to Inspire Disengaged Employees and Manage Detachment

You have a rockstar employee on your team. They always go the extra mile, wrap up projects before the assigned due date, volunteer for new work, and always lend a helping hand. Suddenly, you start to notice that employee pulling back. They stop going above and beyond and barely meet minimum requirements, start missing deadlines, and act bothered every time you interact with them. Why the change? You might have a disengaged employee on your hands. Don’t panic yet. With a solid understanding of disengaged employees, how to identify them, what they cost your business, and how to help get them back on track, you’ll have your top-notch employee back in the groove in no time. What is a disengaged employee? Employees can exhibit levels of disengagement in various ways. But generally speaking, a disengaged employee isn’t enjoying their work, is unlikely to go the extra mile on any project or task, and may actively dislike the company they are working for. Even worse? Disengaged employees are sometimes known to spread negativity amongst other employees — meaning it’s important to nip disengagement and detachment in the bud. How to identify a disengaged employee The first step in addressing the problem is identifying disengagement by spotting the warning signs. Keep an eye out for these red flags and common characteristics of a disengaged employee: Employees withdraw or act disinterested. Disengaged employees may not become disengaged overnight. This change might happen slowly over time, and it starts with signs of withdrawal and general disinterest. Say you have an employee who always used to raise their hand and dive into new projects, but lately, they seem less likely to volunteer or avoid new work altogether. This is a common sign of someone who is becoming disengaged. Employees frequently become absent without prior planning or reasoning. Absenteeism is a red flag when it comes to a detached employee. If you notice that an employee stops coming to work suddenly or starts using multiple sick days back to back, your employee is potentially displaying signs of disengagement (although, of course, remember that they could actually be ill too). Employees miss deadlines and don’t seem to care. Disengaged employees likely aren’t striving for maximum quality and may not care if they aren’t fulfilling expectations. These employees might be doing just enough to keep their jobs or continuously ask for extensions on projects because they aren’t making any progress. If an employee’s productivity is declining, it can signal low engagement. Employees show a negative change in attitude. We all have bad days, but if an employee repeatedly acts out through rudeness, cynicism, or other negative feelings, this change in attitude might signal a larger problem. No matter the cause of the attitude shift, it’s essential to get ahead of this type of behavior before it impacts your other employees, or even worse, your clients and customers. Employees start defying the rules. Resistance to feedback and suggestions and refusing work when it’s assigned can be a sign of disengagement. Defiance could be an employee’s way of trying to feel heard or expressing their anger or boredom resulting from feeling disengaged. Sure, there could be other issues at hand like company-wide changes, for example, but constant defiance is a behavior that you should keep an eye on. How can employee disengagement impact a business? So, how costly is having disengaged employees? Disengaged employees leave their marks on businesses and can cause more of a ripple effect than you might realize. According to a Gallup report, companies with higher employee engagement see better customer engagement, higher productivity, better retention, and higher profitability by 21%. If that’s not convincing enough, another study revealed that disengaged employees in the U.S. cost companies anywhere between $450 and $550 billion per year. And when we look at turnover, a Korn Ferry study revealed that 33% of respondents cited boredom as their top reason for looking for a new job. So, when disengagement is severe enough, businesses have to deal not only with the cost of losing employees, but having to train new hires to replace them as well. How to help and manage detached employees Needless to say, employee disengagement has a big impact on businesses, from cost to culture and everything in between. With an employee engagement strategy and thoughtful plans for managing disengaged employees, you can help your detached employees and your business before it’s too late. Let’s take a look at tips for managing detached employees. 1. Communicate more frequently with detached employees Communication is crucial for creating a high-engagement culture. A disengaged employee may start communicating less with their teammates and manager, but increasing communication is a must to help them get back on track. Using a centralized tool like Wrike can ensure that your teams communicate and connect frequently. Keep in mind that communication is a two-way street, which means if your employee has feedback to share with you, it’s essential to hear them out and make a note of areas of improvement on your side. 2. Identify motivators and create a professional growth plan An employee might be tasked with work that isn’t motivating or exciting, leading to disengagement. Knowing how to motivate a disengaged employee can help you get them back on track. Spend some time with your employee, identify natural talents and hidden motivators, and see if you can squeeze in new work that aligns better for them. Maybe your employee is in a role that isn’t a good fit any longer, but there might be another role better suited for them within the organization. In this instance, you should follow the same process of identifying key motivators and where that type of work might appear within your organization. If a transition plan is needed, consider developing a professional growth plan together. Put that plan into a project management tool like Wrike to keep track of progress and hold each other accountable for the transition’s agreed-upon timeline. 3. Reward positive behavior and improvement Communicating with your detached employee and identifying an actionable path forward together provides the opportunity to see positive behavior change. That change shouldn’t go unnoticed. When you see a shift in behavior and your employee starts to become more engaged, pause and take time to reward the improvement you’re seeing. Consider asking your employees how they prefer to be recognized for their achievements in advance (such as when you onboard them), so you can recognize them in a way that’s meaningful to them. 4. Regularly conduct employee engagement surveys Employee engagement surveys are a useful tool to help you get ahead of disengaged employees by giving them an opportunity to share feedback and voice their concerns. Conduct surveys of your workforce at least annually to gather feedback and address areas of improvement on the business side. Be mindful of any concerns that multiple employees raise. When possible, follow up with employees who seem disengaged or frustrated through their survey results to get ahead of more severe levels of disengagement down the road. Disengagement doesn’t have to be an inevitability When you notice an employee is becoming more detached and disengaged, that isn’t the point of no return — instead, it’s the time when you need to step in and right the ship. Getting disengaged employees back on track isn’t easy, but it’s almost always more than worth the effort. Give all of your employees the transparency and visibility they need to succeed. 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Lead with flexibility: The contingency approach to leadership

Understanding the contingency approach to leadership

The importance of flexibility in leadership