Leadership in the Modern Age: Addressing Quiet Quitting with Ishan Galapathy

A critical insight shared by Ishan Galapathy , an operational excellence expert, is that the responsibility to combat quiet quitting lies heavily on leadership. As leaders, the onus is on creating environments where employees feel seen, heard, and valued. This means going beyond traditional management practices to genuinely engage with teams, listen to their ideas, and incorporate them into the broader business strategy.

The Real Impact of Disengagement

Ishan shared poignant examples from his experience, such as the story of Sam, an experienced operator who, despite years of valuable insights, remained unconsulted for 17 years. Such narratives underscore a broader industry issue — businesses are often structured in a way that fails to utilise the potent resource of employee insight. This is not only a loss for individual development but a significant missed opportunity for organisational growth.

Actionable Strategies for Leaders

1. Leverage Capability and Training: Invest in developing frontline leaders. These individuals, often unsung heroes, hold the potential to drive transformation from the ground up. This can be achieved through targeted training and mentorship programs.
2. Encourage Structured Problem Solving: Empower employees to solve problems in a structured manner. This not only addresses immediate operational issues but also fosters a culture of continuous improvement and innovation.
3. Create Inclusive Change Processes: Stop solving issues for people and start solving with people. Engaging employees in the problem-solving process can convert seemingly disengaged individuals into proactive change agents.
4. Focus on Meaningful Engagement: The engagement strategy should move beyond addressing the overly disgruntled or only focusing on high performers. By actively involving the larger group of quiet quitters, organisations can unleash new energy and ideas.

Conclusion: Unlocking Potential for Growth

The key takeaway from this discussion is that quiet quitting signals a call to action for leaders to rethink engagement strategies. By embracing the challenges of today’s workplace and tapping into the latent potential within organizations, businesses can transition from merely surviving to thriving.

Through concerted efforts to listen, value, and empower employees, leaders can transform their organisations into dynamic, productive, and innovative spaces. As Ishan rightly emphasises, the path to sustainable success lies in unlocking the seemingly disengaged and turning them into passionate contributors to the company’s vision and goals.

If businesses can master this shift, they not only enhance productivity and profitability but also create a more fulfilling work environment for everyone involved.