My coaching call with a senior leader began on a note of irritation and confusion. He had just received the firm’s employee engagement survey results and wasn’t pleased with what he saw. During our conversation, he mentioned that the firm had been conducting the survey annually for years, making adjustments each time based on the feedback.

His question, one I’ve heard from other leaders, was: “how much more could they do to increase employee engagement?” Despite significant and costly investments over the years, they were running out of ideas and options.

This leader, like most, understands the profound impact of engaged employees on work quality, productivity, and career satisfaction—all of which drive a firm’s success and growth. It’s an issue far too important to dismiss. Yet, he and many other leaders are struggling to determine the right approach. Hence, my article published in Accounting Today.

The belief that employee engagement is solely the firm’s responsibility needs to shift. While leaders are responsible for creating an environment that energizes their people, employees must also know how to engage themselves—and, more importantly, choose to do so. Without this balance, no amount of firm-driven initiatives will make a lasting difference.

This unbalanced perspective can and should be corrected. Firms should focus their resources on equipping employees with the knowledge, skills, and experiences needed to foster self- engagement. Research consistently shows that extrinsic incentives, like perks and benefits, provide only temporary and limited effects. What truly drives engagement is activating an individual’s intrinsic motivations—their internal “want to.”

Firms are already taking steps in this direction, but there’s room for growth. Our published article outlines four fundamental areas, based on behavioral research, that significantly impacts engagement. For meaningful progress, firms must address these areas, and employees must embrace them. Only then can firms enjoy the full benefits of an engaged workforce and employees achieve satisfying careers.

Coaching leaders to enhance employee engagement is no easy task, as each firm is unique. While there’s no universal solution, the core principles remain consistent. I hope our article inspires you to re-calibrate your engagement strategies with practical ideas that deliver real results.