Dr. Gleb Tsipursky – The Office Whisperer
Nirit Cohen – WorkFutures
Angela Howard – Culture Expert
Drew Jones – Design & Innovation
Jonathan Price – CRE & Flex Expert
When we consider how deeply factors such as socio-political changes, economic fluctuations, return-to-office mandates, and others can impact employees, it’s no wonder that many are reporting higher rates of uncertainty and burnout at work.
In fact, employers are experiencing an all-time high of employees feeling exhausted, anxious, and increasingly disconnected from work.
According to Gallup’s 2024 State of the Global Workplace report, only 33 percent of U.S. workers are engaged, while stress levels remain near record highs. That disengagement translates into lost productivity for businesses, with $438 billion worth of productivity lost in 2024 alone.
Unfortunately, this disengagement isn’t a generational pattern, nor is it temporary. Truthfully, it can threaten the foundation of workplace culture.
Left unaddressed, this crisis risks defining the future of work.
Organizations that fail to confront employee fear and burnout will not only lose top talent but will also undermine their ability to innovate, adapt, and grow.
Building and rebuilding trust should never be optional. In fact, it is the cornerstone of sustained engagements and long-term company health.
Why fear undermines engagement
One of the most overlooked drivers of disengagement is fear. Workers fear layoffs, losing relevance in a fast-changing economy, or being penalized for speaking out. And, of course, burnout compounds the issue, leaving employees emotionally exhausted and unwilling to take risks.
A 2023 report by the American Psychological Association (APA) found that 77 percent of employees experienced work-related stress. The biggest reason, cited by 31 percent of respondents, was “emotional exhaustion.” Another top concern listed in the report was that many employees feel there is a lack of support from leadership for their mental health and overall well-being.
Unsupportive environments create silos. Instead of collaboration, creativity, and innovation, employees retreat into self-preservation.
Over time, this erodes trust and widens the gap between leaders and their teams.
Leaders’ role in restoring trust
When people enjoy what they do, they will devote more time to it. Engagement is one of the biggest drivers of a business’s success.
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To build or rebuild engagement, leaders must first build trust and rapport. Without these qualities, employees will continue feeling disconnected and disengaged from their work.
Leaders who acknowledge emotional realities rather than dismiss them create the psychological safety that employees need to perform effectively. Achieving this means moving beyond generic wellness programs to address the root causes of fear and fatigue.
Employee engagement requires the merging of key drivers, which include ensuring a sense of inclusion, purpose, and open communication.
Leaders should actively listen to employees, validate their concerns, and provide clear direction on the organization’s overall goals.
Small actions, such as openly sharing decision-making processes or admitting mistakes, can begin to close the trust gap.
Recognizing the fears employees experience and using transparent communication and empathy to address them goes a long way towards building a work environment of engagement.
Signs that workers are checking out
The warning signs of disengagement are often subtle — declining participation in meetings, reduced collaboration, or a noticeable lack of new ideas. Absenteeism and turnover may follow, but by then, disengagement has already taken hold.
Leaders must sharpen their awareness of these signals. Creating regular check-ins, utilizing employee surveys, and paying attention to cultural shifts within teams can provide early indicators that trust and engagement are eroding.
Practical approaches to reignite engagement
Addressing disengagement requires more than acknowledging the problem. Leaders must take intentional steps that rebuild trust, reduce fear, and create conditions where employees feel motivated to contribute, including:
- Prioritizing psychological safety: Harvard Business School professor Amy Edmondson’s research highlights that teams perform best when individuals feel safe to speak without fear of reprisal. Leaders must model openness by encouraging dialogue and responding constructively.
- Addressing burnout proactively: Normalize conversations about workload and well-being. The World Health Organization (WHO) classifies burnout as an “occupational phenomenon,” yet many organizations still treat it as an individual failing. Leaders should reevaluate workloads, staffing, and unrealistic expectations. Additionally, recognition and involvement in decisions that affect employees are key strategies to reduce burnout.
- Communicating with clarity and frequency: Uncertainty fuels fear. Employees would rather hear “we don’t know yet” than silence. Leaders who provide consistent updates, even when answers are incomplete, help strengthen trust amongst their teams.
The future of work depends on trust
As the workplace continues to evolve, technology and flexible models will shape how work gets done. Yet, the human foundation of trust will remain the most critical factor in determining an organization’s success.
Companies that ignore disengagement risk losing their best talent and undermining long-term competitiveness.
The future of work will not be defined by tools alone. It will be defined by whether leaders can restore trust, re-engage employees, and create environments where people feel safe enough to contribute fully.
