Disengagement often feels personal.

But it’s usually structural.

I worked for a software company that was recently acquired by a much larger one. My role was to ensure a dozen specific client companies were satisfied and, ultimately, to renew their contracts. After the acquisition, the new leadership gave us a “vague mandate”: keep them happy, keep them renewing.

A few months after the acquisition, I flew down to Orlando for this (bigger) company’s annual sales conference. 

There were parties and special events at a big Orlando resort. It was everything you’d expect: lavish parties at a big resort and public recognition for top sales performers. Hundreds of people stood to applaud the winners.

I sat off to the side. I didn’t even have a sales goal to aim for. I had no connection to these people or this company. The events felt rote, and I would rather have been home than at a resort with strangers. They weren’t motivating me; they were ignoring me.

My engagement level was zero. 

I soon left the company. No one much cared.

The Lesson for the Lead:

When you celebrate the winners to the exclusion of everyone else, you’re signalling that outcomes are the sole focus. And that shapes the culture more clearly than any poster – if you don’t hit your goals, you don’t matter to us. If you haven’t defined what ‘winning’ looks like for a critical support role, you are essentially telling those employees they are invisible.

The Lesson for the Contributor:

Don’t accept a vague mandate. When you feel like an outsider, it’s often because the organization lacks a clear mental model for your role. Instead of letting your engagement drop to zero, take ownership of Accountability and Alignment. Schedule a meeting. Insist that your responsibility is properly defined—including the Objective, Constraints, and Key Results. If you are unsure how to proceed, discuss potential strategies. If you can’t get a seat at the table, at least make sure your contribution is on the map.