How many of the leaders on your team understand how much they influence their own team's engagement? How many of you are leaders of a team and are now feeling more pressure than ever? Last week we broke down what the 70% Gallup stat actually means. The gap between engaged and disengaged teams traces back to who's leading them, not to programs, perks, or policy. Today we explore: What should organizations and managers do to help move the needle toward higher levels of engagement?

Have you ever seen a member of your team show up in a powerful, impactful, capable way in one role or project, and then, surprisingly, seem to be completely detached, disconnected, or otherwise not delivering? I have. I've also been that team member. I didn't know it at the time, but it wasn't a fluke. In large part, it was a gap in the way I was being supported.

You've met her. She's leading a team of six. She runs high-stakes cross-functional projects. She's balancing competing priorities, stakeholder pressure, and team morale. She's navigating organizational uncertainty and constant change.