The numbers paint a clear picture: We have a fundamental bottom-line problem with engagement. A report published by Gallup in late 2017 found that the problem is pervasive and global. In fact, worldwide, 85% of employees are not engaged or actively disengaged at work. But despite the fact that engagement is a widely recognized and global problem, we continue to struggle to define it.

Could it be that the first step to tackling the engagement crisis is to first agree on a common definition of engagement?

Personal Definitions Of Engagement

Take a moment to think about a time when you felt fully engaged. What did that feel like? Now ask yourself the following question: What does it mean for you to feel fully engaged?

At the end of the day, like most of you, I want to do quality, impactful work. Personally, I feel fully engaged when I am able to focus deeply on important tasks or projects that contribute to making a difference. On a daily basis, and sometimes on an hourly basis, I am checking in with myself.

For example, I am asking: Am I able to make progress working on my priorities? Do I feel the work I’m doing is important to the company and the broader community? When I’m engaged, I feel inspired and excited to tackle challenges. I feel a sense of self-efficacy (e.g., while a project might be hard, I have what it takes to do the hard work). When I’m not engaged, doubts start to set in about my work and its relevance.

So, given the personal clarity so many of us have about what engagement is, how is it that corporations think about engagement in such a different way?