Executive disengagement is the custom by which lower level employees assume that executives are best left uninformed of certain decisions and actions of employees, or the assumption that executives cannot be legally expected to have complete control over their individual staff.
A USA Today article described an emerging problem of executive disengagement. According to a Gallup poll, a third or more of top executives find themselves mentally and emotionally disengaged from their work and the people in their organizations. They exhibit signs of disinterest in what they do, at least partly because they arent necessarily consulted on decisions made by those they direct. The article also pointed out that many at the top of organizations get little positive feedback (other than financial) for their accomplishments.
Countering CEO Disengagement in the Age of TARP
The signs of CEO disengagement are fairly easy to identify, says Neil Jacobs, head of Northeast America for YSC, a global business psychology consulting firm in New York. "Body language tells you what mode your CEO is in," says Jacobs. "Look at posture and whether the CEO sounds defeated in meetings."
Indeed, CEOs who seem uncharacteristically scared or
oversensitive to criticism may be heading for a disengagement crisis. "People who
manage to graduate to CEO level are pretty thick-skinned," says Roy Cohen, a career
counselor and executive coach in Manhattan. "They tend to be confident. They believe
in themselves and that they deserve to be in the CEO role. If they don't act that way,
there's been a breakdown."
You may notice the CEO seems psychologically disconnected as a team member. When CEOs become disengaged, "the shift of their leadership starts to move to leading more for themselves than for the organization," says Jacobs. "Engaged CEOs will use the word 'we' a lot. They show honesty. They'll say, 'I'm the head of this organization, and we're going to get through this.'"
Besides being lonely at the top, it can be
'disengaging' as well Like rank and file, CEOs can quit caring about their jobs Bored,
burned-out executives can undermine an entire company
By Del Jones, USA TODAY
Gallup Organization uses a dozen questions called the Q12 to predict what it has coined employee engagement, questions about such statements as "I know what is expected of me at work," and "I have the opportunity to do what I do best every day."
In the past three years, 332 companies have paid Gallup to administer the Q12 test to 4.5 million workers. Among the 4.5 million were 17,406 executives at vice president and above, or one in 260. While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same camp, says Jim Harter, Gallup's Q12 chief scientist. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is that 9% of top executives, nearly one in 10, are actively disengaged. These executives are beyond the point of even going through the motions. In a worst-case scenario, they represent a threat to commit sabotage or otherwise harm the company in such ways as making disparaging remarks about products and services, maybe while skipping work for a round of golf.
"You have no idea how dysfunctional most executive teams are," says Marcus Buckingham, who worked 17 years at Gallup and led its effort to identify what makes great managers.
It can undermine the entire company, because companies with disengaged executives are likely to have disengaged employees in general, what Harter calls a "cascading effect."
Magnus Nicolin, the 48-year-old CEO of Esselte, also leans in that direction. Not long ago, he was among the ranks of the executive disengaged and believes that a CEO and other top executives can check out, although he says it would also require an inattentive board of directors for a company to unravel.
"It's pretty scary," says Nicolin, who is in charge of the manufacturer of labelmakers, file folders and 30,000 other office products, with $1.2 billion in annual sales and 6,000 employees.
In 2001, when Nicolin was executive vice president of global marketing, he says he felt detached from Esselte's strategy. A key predictor of disengagement is a feeling that your opinions don't count, and Nicolin remembers believing in a different core strategy for the company, a strategy that was not shared by the CEO.