We cannot make events.
Our business is wisely to improve them.

— Samuel Adams

Imagine the next sentence, spoken out loud, with the voice of Mr. Bill, from ages ago on Saturday Night Live.

“Oh No!”

It is early in the morning, and I am making my way through the emails that have dropped overnight into my inbox. In this morning’s batch is one from the Gallup organization, which doesn’t only do political polling but also gathers global data on leadership, management, and employee engagement worldwide.

I appreciate receiving this data. Frequently, it confirms what I am observing in the workplaces I serve. I am a devotee of both quantitative and qualitative data for guiding decisions, clarifying needs, and making the most responsible recommendations.

I have voiced my concern about the effects of the confluence of events that have changed our world, lives, and workplaces forever. Since late 2019, we have responded to a global pandemic by learning how to keep ourselves safe while still operating organizations. We shifted quickly to new technology and ways of working. Five years later, we are sorting out how our organizations should be designed.

While we have somewhat mastered the ability to embrace flexible scheduling, remote and hybrid working strategies — and can now work almost anywhere at any time — I am observing the loss of the workplace community and the benefits that come from being in the presence of the people with whom we share the responsibility of a mission.

Regularly, I raise this question: “I know we can indefinitely work remotely, but should we?”

My niece has been asked to return to the workplace, yet she spends her days on a laptop in remote call meetings. I know individuals who graduated from college, secured a job, relocated, and work from their apartments in a new city who have never met their manager or coworkers other than on their laptop screens. Is this working for us and our organizations?

I witness the stirring of misunderstandings and conflicts in email exchanges and during remote Zoom calls, but have yet to see the untangling of the situation resolved. With the layering of miscommunications comes a pulling back of the individuals and perhaps even a decrease in their motivation, commitment, and contribution.

And that is the reason for my “Mr. Bill Oh No!” this morning when the Gallup organization released their 2025 State of the Global Workforce Report.

Gallup’s CEO, Jon Clifton, opens this introduction to the report. I find the call to action compelling.

STATE OF THE GLOBAL WORKPLACE:
2025 REPORT EXECUTIVE SUMMARY

From the CEO

We are witnessing a pivotal moment in the global workplace — one where engagement is faltering at the exact time artificial intelligence is transforming every industry in its path. While few employees have harnessed AI’s full potential, its rapid advance will force every organization to adapt, whether they are ready or not. This presents a defining challenge for leaders and managers: Will they seize AI’s opportunities to energize their workforce, or will they risk falling behind?

Gallup’s 2025 Global State of the Workplace Report offers what may be our last snapshot of a workforce on the cusp of seismic change. The data show that employees — particularly managers — feel disconnected, which does not bode well for their preparedness for a future shaped by AI. And at the same time, the very tools that might boost engagement and performance are arriving with astonishing speed.

The question, then, is how to master AI in ways that spark growth: equipping managers and teams with the resources to excel, offering abundant opportunities for development, and reconnecting everyone to a shared mission. Alternatively, if mishandled, AI could diminish engagement by severing the vital human bonds — friendships at work, a sense of being heard, and genuine care from colleagues — that keep teams thriving.

We stand at the edge of a new era of work. With thoughtful leadership and strong, empowered managers, AI can elevate human potential rather than diminish it. Let this report be your road map — and a call to action — as you navigate the opportunities and challenges ahead.

Jon Clifton, CEO

• What thoughts, emotions, or reactions do Jon’s words evoke in you?

• Can you relate?

I will share the link to the complete report. The findings reflect a steep decline in employee engagement, a rise in fatigue among managers, and the largest retirement of leadership in our lifetime. The data tracks stress, attitudes about job commitment, and the dramatic impact upon productivity.

https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx

I have dedicated my business life to leveraging the strengths of individuals, groups, and organizations to collectively achieve goals and advance missions. I like to champion the health of working relationships and working environments, and share stories of what’s working.

Yet, I have been concerned for a while as the changes we are experiencing continue to rock our world like a never-ending set of tremors and earthquakes, while we wait for things to settle down before we recommit to the long-term initiatives that sustain us and our healthy relationship with work.

I don’t think we can wait any longer.

Either we spiral up, freeze, or spiral down. We need to act on what we know and pick up our commitment to the activities that sustain our connections.

The Gallup Report does highlight some good news. Organizations that are proactively maintaining their engagement habits and the intentional decisions about work and working relationships are holding good ground as the world shifts and shimmies.