Do managers really know what their job is when it comes to employee engagement?
Gallup’s first element of engagement (Q1) is foundational: I know what is expected of me at work. But here’s something we often overlook - part of every manager’s Q1 is supporting the 12 Elements of Engagement for their people.
If managers aren’t taught that supporting the Q12 is part of what's expected of them at work, how would they know? And if they don’t know, how would their employees ever be fully supported?
The very first element of engagement (Q1) seems simple: I know what is expected of me at work.
But it’s not just about a job description or a checklist of tasks. Q1 is foundational because it connects clarity to purpose: people need to understand their role, how it connects to the team, and how success is measured. Without Q1, the rest of the engagement elements struggle to take root.
And I know I spend a lot of time talking about Q1, but that’s intentional. If there’s one thing I can most frequently point to when I listen to organizational pain points, it’s this one. When expectations aren’t clear, engagement falters.
Gallup’s research shows that 70% of the variance in a team member’s engagement is influenced by their manager.That means managers aren’t just part of the equation - they are the equation.
Yes, I believe all employees should know the 12 elements so they can take charge of their own engagement. But when it comes down to it, managers take on the following responsibilities:
And here’s something we can’t ignore: Gallup’s most recent data shows that only 27% of managers are engaged in their own work. That’s alarming. If managers themselves don’t feel clear, supported, or connected to purpose, it’s incredibly difficult for them to provide those things to their teams. Clarity isn’t just essential for employees - it’s critical for managers, too. And knowing that the Q12 is a manager’s responsibility provides that clarity of expectations - as well as the tools to support their employees.
Here’s what Gallup’s research identifies as the building blocks of engagement - the 12 needs every employee has at work:
Q1: I know what is expected of me at work.
Q2: I have the materials and equipment I need to do my work right.
Q3: At work, I have the opportunity to do what I do best every day.
Q4: In the last seven days, I have received recognition or praise for doing good work.
Q5: My supervisor, or someone at work, seems to care about me as a person.
Q6: There is someone at work who encourages my development.
Q7: At work, my opinions seem to count.
Q8: The mission or purpose of my company makes me feel my job is important.
Q9: My associates or fellow employees are committed to doing quality work.
Q10: I have a best friend at work.
Q11: In the last six months, someone at work has talked to me about my progress.
Q12: This last year, I have had opportunities at work to learn and grow.
These elements may look simple, but they’re incredibly powerful. When employees say “yes” to these questions, organizations see measurable improvements in productivity, retention, profitability, and customer satisfaction.
Engagement isn’t fluff. It’s fuel. And managers are the ones holding the match. Supporting the 12 elements isn’t “extra work” for leaders - it is the work.
If you’re a manager, start with Q1: clarity of expectations. Then, expand your focus to the rest of the Q12. Because when you do, your people - and your organization - will thrive.
👉 This is the heart of my work - supporting the engagement of employees by equipping managers. I help leaders understand their responsibility in creating the conditions where people can thrive, giving them the knowledge, tools, and confidence to make the Q12 part of their Q1. If your organization is feeling the weight of disengagement, let’s connect and explore how things can be different.