Employees Disengaged? Show Them How They Add Value
Researchers ran a two-arm communication experiment at a 292-employee, 12-site building-materials firm after it introduced broad-based equity. Employees who got a letter naming the specific daily behaviours that build company value were 13 percentage points less likely to leave than those who got values-and-mission messaging. The effect was strongest during organisational disruption.
If you can't draw the line from what you did this week to something the business actually values, that gap is a documented driver of your own disengagement — not a motivation failing. Write that line yourself if no one hands it to you, and use it in your next check-in rather than waiting for leadership to supply the narrative.
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