Managers Are Running Hot. Here’s How to Fix the Job and Lift Engagement
Summary
Manager engagement has dropped, and it’s dragging the rest of the team down with it. If you want better performance, avoid adding pressure and rethink the job itself.
Managers are struggling, and it’s showing up across the business.
The numbers paint a clear picture. Gallup reports that just 31% of managers feel engaged in their work, which is down from a high of 36% in 2020.
If you’re seeing delayed decisions, stalled projects, or rising turnover, you might be one of the many organizations seeing the effects of this trend.
The cost of disengaged managers
A team’s performance is closely tied to its manager’s engagement. Gallup’s research has consistently shown that when managers are engaged, their teams are more productive, loyal, and likely to hit their goals. When they’re not, morale drops, communication gets murky, and turnover begins to creep up.
This is both a leadership development issue and an operations issue. And it needs your attention.
What’s getting in the way?
- Meeting overload. HBR reports that many meetings still happen without a clear purpose or owner. That’s time wasted.
- Late-night work. Microsoft’s recent data shows that more meetings and messages are happening after hours. Boundaries are blurring, and burnout is rising.
- Constant context switching. Managers are expected to coach their teams, build plans, clear roadblocks, attend cross-functional meetings, and hit performance targets, often without enough time or support.
Combined, these pressures create tired, hassled managers forced into reactionary leadership instead of thoughtful, proactive work. Managers need time to breathe and think about the bigger picture, but if they’re stretched too thin, or if their teams are too lean, this doesn’t happen.
Rethinking the role
When companies flatten out teams to be “lean” (operating with the smallest amount of people they can to “get the job done”), they often widen manager spans without adding the tools or clarity to support the new structure. That leads to managers with too many direct reports, insufficient time, and unclear decision-making authority.
Start by mapping out your teams. Look at how many people each manager oversees and whether those teams are made up of rookies or veterans. Consider their work; a team handling high-touch or high-risk projects shouldn’t be lumped under a single manager just because it looks right on paper.
Use that data to make small changes in one area, then scale what works.
Free up time and attention
Much of a manager’s day-to-day drag comes from avoidable distractions. Small tweaks free up big chunks of time.
Try these first:
- Replace weekly status meetings with written updates in a shared document or dashboard. Save meeting time for actual problem-solving.
- Use AI to automate routine administrative tasks such as summarizing meetings, pulling out to-dos, and tracking decisions.
- Default meetings to 25 or 50 minutes. Make agendas required. Block three focus periods a week for managers and expect other leaders to do the same.
Invest in the manager as a person
Managers can’t lead well if they’re running on empty.
SHRM’s latest research shows burnout is one of the top reasons people leave their jobs, and managers are under the most pressure. Giving them access to coaching, training, and support is risk management.
By providing your managers with a mentor to lean on, you’re both creating a learning opportunity for them and giving them someone to help navigate the complexity of their role—both of which lead to less stress. The International Coaching Federation reports a consistent return on investment for leadership coaching and improvements in communication, goal-setting, and retention.
Build a repeatable system for manager support
Build manager support into your system.
Start by giving them role clarity: a clear, written description of what they’re responsible for and what they’re not, reviewed each year to stay relevant.
Build consistency through regular team meetings, one-on-ones, and quarterly reviews, both within teams and with leadership.
Equip them with practical tools, such as templates for performance conversations, cross-team updates, and reports, to make the tough parts easier.
Finally, invest in training that meets their needs by asking what would help and delivering it through accessible, built-in learning opportunities.
Create a scorecard to measure progress
Track expected behaviors. Start with a simple manager scorecard:
- Manager and team engagement scores
- Number of direct reports by role complexity
- Meeting hours per week (and % with agenda)
- After-hours message activity
- Frustration, turnover, or team exits linked to burnout or performance issues
Invest in managers to unlock team success
Managers are already carrying a heavy load. Show them you’re serious about making their jobs sustainable by acting now. Redefine the role, set boundaries, and give them the tools to succeed. Every step you take creates healthier leaders, stronger teams, and a stronger business.
Content published by Q4intelligence
Photo by Studio Romantic
