Leadership Coaching Can Solve Your Disengagement Problem [Infographic]

Disengagement has been plaguing the workforce for years, showing little improvement in recent times. When your employees are not motivated by their work and feel stuck, they may become mindless clock punchers and start to look for work elsewhere. What’s worse, your company may be stuck with a high turnover rate.

How can employers give their staff a boost and get them engaged in their work? The infographic below, compiled by MyWorkNinja, a service that connects people with ICF certified executive coaches, demonstrates how leadership coaches can empower employees with the tools they need to set personal and professional goals, develop new skills, and achieve a better work-life balance, all through individualized career development strategies.

Some of the Highlights

67% of American employees say they feel disengaged at work.
70% of people who send weekly updates to friends and write down their goals achieve success. Leadership is the hardest skill to find in employees.
41% of job seekers want more work-life balance.
57% of employees say they prefer corrective feedback, and 72% said their performance would improve if managers provided corrective feedback.

When you create a team of committed employees who want to evolve, the possibilities for company growth are endless.

Check out the full infographic below to find out why leadership coaching is the best method for solving your disengagement problems and turning disengaged employees into well balanced, goal-oriented individuals who strive to be their best.


How are you investing in career development for your employees? Share in the comments below.


This post provided courtesy of MyWorkNinja.



There’s a more human way to do business.

  • Ben Simonton

    You ask – “How can employers give their staff a boost and get them engaged in their work?” Having done this from the top several times including as Captain of a nuclear-powered cruiser and executive of a 1300 person unionized group responsible for overhauling powerhouse boilers, turbines, and auxiliaries, the answer is to provide the right leadership from the top, leadership that shows everyone how to treat their work, their customers, each other, and their bosses. This leadership is based on the science of people, meeting their five basic needs of being heard, respected, and having autonomy, competence, and relatedness. It is not about providing individualized career development strategies.

  • There’s a more human way to do business.

    In the Social Age, it’s how we engage with customers, collaborators and strategic partners that matters; it’s how we create workplace optimism that sets us apart; it’s how we recruit, retain (and repel) employees that becomes our differentiator. This isn’t a “people first, profits second” movement, but a “profits as a direct result of putting people first” movement.

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