The Hidden Cost of Disengaged Workers?

wordleengage4A young, seemingly fast-rising junior executive had been working at a large bank for just over six years. When he was asked about his job and how he felt about it he said, “The job’s OK.” His lack of enthusiasm was evident.

When pressed to say more he added, “Well, I’m not really learning much any more… ”

When asked if he was fully-engaged he said probably not but went on to say that he still did a great job. “I still give 100% and consider myself to be a great employee,” he said. Then, after a short pause, he added,” But I don’t give them 110% and  there’s a big difference between 100% and 110% — at least for me.”

When asked if he was out looking he responded, “No…, but I’m listening.”

When asked whether he told his boss how he was feeling he said, “Yeah, but….”

How many people in how many organizations feel like he does? He is bright, skilled, and might be an ideal candidate for a senior leadership position…if he stays.

But is he being made to feel like an important part of the team? Does anyone realize that he could be giving more?

Is he being “engaged?”

Among the many documented advantages of an engaged worker is the “discretionary” effort that they put forth… going the extra mile; the above-and-beyond attitude… giving 110%!

How many innovative ideas might that extra 10% yield?  How much more productivity? What impact might it have on customers or coworkers?

What are the real, (or hidden!) costs associated with not getting that extra 10%?