In technology, there is a True North. New AI implementations, XLAs, a better CMDB, every part of technology has one thing in common: People.
Humans are the innovators and thought leaders who drive technology change. People are ultimately what any meaningful technology is designed to serve.
Whether it’s removing the friction of the day-to-day mundane tasks through RPA or improving the onboarding experience through zero-touch provisioning, it is all about people.
When we look at leadership today, we should be confident that the core of leadership remains steady — people.
This unwavering truth is what makes the headline from Gallup so alarming: “U.S. Employee Engagement Sinks to 10-Year Low”.
As those who are in the space of IT support, how do we respond to these results and drive meaningful action? We must start with the data. What are the “call drivers” of employee disengagement?
Define expectations
Just 46% of employees clearly know what is expected of them at work.
Average Handle Time, First Call Resolution or CSAT metric goals are seen as important. The question is why. Does your team know why their goals are measured or how the support team achieving that goal drives specific business outcomes? Here are some easy and practical ways to answer that question:
- Define and articulate the organizational mission, vision and how various people or business units help achieve that mission.
- Communicate transparently how each expected goal helps the organization achieve that mission. The more specific and frequent the better.
- When the way of working changes, new technology or processes are introduced, ensure everyone (using it or supporting it) understands how it contributes to the mission of the organization.
Show you care
Only 39% of employees feel strongly that someone cares about them.
This trend is alarming given that people are truly the center of everything we do for and through IT Support teams. IT Support leaders can have a direct and tangible impact on the trajectory of this trend (or preventing it from becoming reality for their teams).
- Learn to embody the characteristics and behaviors of a servant leader. Served people, feel valued. Served people, Serve people. Served teams, serve customers. Served customers enable organizations to thrive.
- Know why you lead. As a staple in the leaders' bookshelf, Franklin Covey’s “ The 7 Habits of Highly Effective People” states it, “Begin with the end in mind”.
Encourage professional development
This isn’t good: 30% strongly agree that someone at work encourages their development.
Gallup states that organizations that have made a strategic investment in employee development report 11% greater profitability and are twice as likely to retain their employees. While we are exiting “the great resignation,” the studies showed as much as 41% of job leavers attributed lack of career development and advancement as reason for quitting.
We are in 2025 and while trends show less resignations in the market, engagement is still being impacted by the same thing. How do IT Support leaders tackle the challenge of lack of career development opportunities? Here are a few ideas:
- Understand the technology roadmap and identify knowledge and skill gaps within the organization. Let this drive training opportunities for the IT Support team.
- Know your team and their career ambitions. This will help you support each team member intentionally with specific guidance to support their growth.
- Provide a clear path for growth. The team knowing how to grow and the directions they can grow within the business, can impact the sentiment around development opportunities.