Revitalizing a Disengaged Team in a Large Organization

In large organizations, the scale and complexity of operations often create environments where employees begin to feel disconnected from their work. This is especially pronounced in organizations that have not established a supportive culture where employees can thrive. Respecting the individuality of employees is essential to fostering a positive and inclusive workplace culture, as it allows each person to bring their unique strengths, perspectives, and creativity to their role.

Within a large organization, roles can vary widely in function, complexity, and the type of expertise they require. Therefore, leading effectively in this context entails recognizing that different positions call for different approaches. A research role might thrive under open-ended guidance and flexibility, while a technical or compliance-focused position may need more structured direction and oversight. This agility and personalized approach can give an organization a competitive advantage as it maximizes the contribution from each individual.

When organizations do not pay attention to these nuances, teams can gradually lose motivation, struggle with unclear objectives, or feel overshadowed by bureaucracy and distant leadership. When disengagement takes hold at the team level, it becomes a pressing leadership challenge that requires not only emotional intelligence but also an understanding of how to rebuild focus, trust, and energy across each group. The needs of each group are unique.

The first step in reversing disengagement is to understand the source of each team’s disconnection. Leaders should not assume that low energy is caused purely by lack of discipline or poor attitudes. In many cases, it reflects deeper issues related to organizational clarity, autonomy, or workplace culture. Large organizations are particularly vulnerable to such issues due to layers of hierarchy, and communication gaps.

Encouraging co-creation of policies and procedures and listening to all stakeholders is critical.  Leaders must begin with direct and consistent engagement, taking time to speak with team members individually and collectively. These conversations should be designed to gain insights. An atmosphere of freedom and psychological safety will enable specific frustrations to surface, patterns of dissatisfaction to emerge, and honest feedback to be gained.

Once the underlying concerns have been addressed, it becomes necessary to re-establish a clear and compelling sense of purpose. Revisiting missions, visions, and values can help to rally people. Charismatic leaders that can articulate the vision in a compelling way can help employees to reconnect with the organization. In large institutions, it is easy for teams to lose sight of how their work contributes to broader strategic goals.

Employees may operate without a clear understanding of how their daily responsibilities support the organization’s mission. Leaders must work to clarify that connection. This should trickle down the hierarchy of leadership so that all the leaders are speaking with one voice. Authentic communication that shows the tangible impact of the team’s work on clients, stakeholders, or society at large should be tailored to each group. By helping each team see their role in a larger vision, the leader can begin to restore meaning and direction.

Another important consideration is the level of ownership each team feels in their work. In large organizations, decisions are often centralized, which can result in other teams feeling powerless or unable to influence outcomes. To address this, leaders should look for opportunities to delegate meaningful decisions, involve the team in planning processes, and encourage innovation at each level. This will encourage accountability as people are invested in the process from the outset.

Furthermore, the leader’s ability to cultivate an atmosphere of trust and psychological safety will pave the way for dialogue. Disengaged teams often become quiet, hesitant to speak openly, or resistant to change. When organizations embrace punitive measures rather than measures to boost morale when disengagement has set in, they will only make matters worse. Instead, the organization should focus on inspiring the workforce. Leaders who can tap into what motivates and excites their team members, and create an environment where people feel valued and inspired to contribute their best, will reignite their employees’ commitment and energy.

In conclusion, revitalizing disengaged teams in a large organization is not about quick fixes, it is about laying a foundation for continual engagement through thoughtful leadership and meaningful connection.

Article by Shailja Sharma, SBS Faculty Member and Leadership and Career Coach