Reflections on the State of the Workplace: Ending the Tug of War

This article was originally published in the Feb/March 2025 issue of Hotel Management Magazine. 

Recently, Gallup announced that workplace engagement is at a 10-year low, with only 32% of U.S. employees engaged in their work and 18% actively disengaged. These numbers are staggering and demand our attention. As someone immersed in the Learning and Development (L&D) community, particularly through my work with the Council of Hotel and Restaurant Trainers (CHART), this announcement feels like both a challenge and a wake-up call.

In conversations with clients, colleagues, peers, and my wife on our daily walks, it’s clear that we’re caught in a massive game of Tug of War. On one side, leaders argue that employees aren’t doing enough. On the other hand, employees feel that leaders are asking too much. Both sides are pulling with all their might, and what’s left in the middle is a fraying rope; a metaphor for our workforce and workplace culture.

Signs of Strain

Burnout is rampant on both sides of the rope. Leaders are grappling with economic pressures, trying to hit targets while managing hybrid teams, layoffs, and shifting expectations. Employees, meanwhile, are vocal about mental health and wellness, feeling overburdened by workloads and underappreciated in environments where layoffs have become too common a reality. The disconnect is exacerbated by conflicting signals: unemployment is low, yet "Open to Work" posts and layoff headlines flood my LinkedIn feed.

This juxtaposition raises the question: What does the workplace need to look like—now and in the future—to sustain long-term success and wellbeing for everyone involved?

Why Is It So Hard?

Part of the struggle lies in our resistance to challenging the status quo. The traditional workplace model, built for a different time and economy, no longer serves the complexities of today’s workforce. Yet, instead of innovating, we often revert to old paradigms, asking employees to return to pre-pandemic routines that no longer fit.

It’s time to ask hard questions:

• Are we measuring the right metrics for success, or are we clinging to outdated KPIs?
• Do our systems support human-centric leadership, or are they perpetuating burnout?
• How do we shift from transactional relationships to partnerships that foster mutual growth?

Rethinking the Game

In L&D, we use a simple yet powerful activity: Two participants face each other and place their hands together. Almost instinctively, they push against each other. The lesson? Without discussion, both default to resistance, wasting energy. When we ask them to stop pushing and instead move in sync, the result is collaboration and shared progress.

What if we applied this lesson to the workplace?

Here are some "challenge the status quo" ideas:

1. Redefine Productivity: Shift the focus from hours worked to outcomes achieved. Embrace flexibility that prioritizes quality and creativity over sheer volume.
2. Normalize Mental Health Support: Make mental health a cornerstone of workplace policies. Offer robust Employee Assistance Programs (EAPs), normalize mental health days, and train leaders to recognize and address signs of burnout.
3. Collaborative Goal Setting: Instead of top-down directives, co-create goals that align organizational objectives with individual aspirations. When employees feel ownership, engagement follows.
4. Transparent Communication: Address the disconnect between leadership and employees with radical transparency. Share the “why” behind decisions and actively seek input from all levels.
5. Invest in Engagement: Engagement isn’t an HR buzzword; it’s a business imperative. Invest in training programs, leadership development, and tools that empower employees to thrive. The Council of Hotel and Restaurant Trainers is a great resource to level up your L&D staff and programs to invest and increase engagement.

A Future of Possibilities

We’re at a crossroads. The current Tug of War can only end if both sides let go of their resistance and choose collaboration. The workplace of tomorrow requires us to work smarter, not harder, and to prioritize wellbeing as much as profit. It’s not a pipedream. It’s a necessity.

Let’s take the lesson from that simple training activity to heart. By pushing less and partnering more, we can create a workplace where everyone—leaders and employees alike—wins.