You’ve probably heard it by now—employee engagement and well-being have hit troubling levels, particularly among younger workers. Remember the “Great Resignation” of 2021? Employees are experiencing what many are calling “The Great Detachment.” They’re less engaged than ever before, but they’re not leaving their jobs. Instead, they’re sticking around—languishing.

What Is Languishing?

Languishing is a term I often discuss in my workshops. Organizational psychologist Adam Grant describes it as “the neglected middle child of mental health.” It’s not quite depression or anxiety, but it’s far from thriving. When you’re languishing, you’re not engaged or fulfilled—you’re merely enduring. And the longer you remain in this state, the more likely you are to develop serious mental health conditions like anxiety and depression.

So, what can we do about the large percentage of employees who are languishing? The first step is to engage them. Research shows that social connection significantly benefits both physical and mental health, fostering a sense of support. But in today’s workplace, engagement is easier said than done.

A recent study found that a single action has the greatest impact on fostering high-performance relationships—and it’s entirely within a manager’s control.

The Power of One Meaningful Conversation Per Week

Gallup’s ongoing engagement research has found that managers who have one meaningful conversation per week with each team member build high-performance relationships more effectively than any other leadership activity. These short yet impactful check-ins matter more than the number of days an employee spends in the office.

In an era where disconnection from colleagues and the organization is common, these conversations serve as an anchor, keeping employees engaged and valued.

Frequent and Forward-Thinking Discussions

You might be thinking, A weekly check-in? That sounds like micromanagement, and I don’t have time for it.

But when approached from a coaching perpective, these conversations accomplish several key things:

1. Co-creating Goals – Aligning organizational needs with employee aspirations and strengths.
2. Identifying Challenges – Discussing roadblocks and fostering trust.
3. Building a Growth Mindset – Empowering employees to navigate future challenges independently.

Managing vs. Coaching: What’s the Difference?

Managing and coaching are not the same. No one wants to be managed—they want to be guided and inspired.

Coaching-style leadership involves asking strategic, open-ended questions that encourage employees to think critically and arrive at their own solutions. These discussions are a two-way street, fostering independence and problem-solving skills.

What Should These Weekly Conversations Cover?

To maximize engagement and support, weekly check-ins should focus on:

• Goal Development & Milestones
• Workload Prioritization
• Recognition & Impact of Work
• Mindset & Growth
• Role Clarity & Effectiveness
• Well-Being Check-Ins

Here are a few powerful coaching questions from my Coaching Questions Cheat Sheet to guide your discussions:

• What did you learn from this experience that will help you succeed next time?
• How can we ensure others recognize the value you bring?
• How are you managing your work-life balance? Is there anything we can adjust to support you?
• Which aspects of your role need more clarity or support?
• Are there opportunities where your strengths could be leveraged more?
• How can we help you develop skills that enhance your performance?

Click here to download my full Coaching Questions Cheat Sheet!

The Bottom Line

Disengagement and languishing are harming today’s organizations—but managers have the power to change that. Frequent, meaningful conversations aren’t just a nice-to-have; they are essential for engagement, well-being, and performance.

By shifting to a coaching approach, leaders can create an environment where employees feel valued, supported, and motivated to grow. The question is: How will you show up for your team?

The small, intentional act of checking in regularly can be the difference between an employee who is “enduring” and one who is thriving.