Quiet Quitting: Strategic Tips to Prevent this Trend
Carson Tate
Consultant & Executive Coach – Strategic Planning & Execution / Transformational Change & Employee Engagement / C-suite Coaching & Consulting / U.S. Private Equity Fund Engagement
"A growing number of employees have become more disengaged from work, which has led to a movement called?quiet quitting , according to?new Gallup research . Here, people do the minimum work required to stay on the payroll, but otherwise coast, consciously choosing not to go above and beyond. And it’s not just a few people. At least?50% of the U.S. workforce ?is quiet quitting, according to Gallup, reflecting a?broader rift ?between companies and workers," said Ari Bendersky, contributing editor at Salesforce blog, in his latest article.
A piece of quiet quitting that intrigues me is it tells me there’s not a relationship or collaboration happening between that manager and team member. It tells me that relationship is unhealthy.
I had the opportunity to share this and other thoughts on the quiet quitting movement with Bendersky last month. He clearly outlines strategic tips and measures to prevent this trend from showing up on your team. READ HERE.
You can have simple, straightforward conversations with your team members that start with engaging questions, including:
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It's important to set clear working norms and expectations to avoid quiet quitting. How many times have you had a question and quickly fired off an email — only to realize it was 10 p.m. on a Tuesday, or midday on a Saturday? By contacting your team during off hours, you might be creating expectations you want them to reply, no matter the time or day.?
This is about setting really clear boundaries around when and how we work.
Let people have some flexibility around the hours they work. Burned out, overworked team members don’t produce the best results.
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I build and lead effective, cohesive, and purpose-driven teams by fostering a meaningful, healthy, and resilient workplace culture to deliver trustworthy outcomes in the Warehouse, Distribution, and Logistics Operations.
1 年It's painful to acknowledge the absence of ideal human relationships and collaboration, Carson Tate between managers and their team members, as you noted.? Unhealthy relationships, mistrust, lack of acceptable communication, poor performance, and lower customer satisfaction are spread and even rooted in the workplace in too many companies. More and more employees, including team members of massive Union labor units, aren't willing to work anymore in organizations that neglect to sincerely care about their people, their needs, their wishes, and their well-being. It's not only a quiet quitting anymore, but somewhat?a broad frustration that boils out within many people in the workplace, driving them to quit officially and not just quietly. Your advice Carson, to inspire and urge managers to act as authentic leaders by having these straightforward conversations you mentioned with their team members are falling, often on deaf ears. Therefore, your services are needed to equip leaders with the essential strategies and tools to build and lead empowered, engaged teams. Leaders must build trust, create and promote positive relationships, and sustain collaboration in the workplace. It's our duty to make it happen!
Environmentalist | Scientist | Chef | Leader | Solutionist
2 年Great perspective! An old fine dining chef of mine used to tell me that the industry needs all kinds of chefs, even relaxed mozzarella makers. It's not a lesser job, just a different one that is still very much needed. Some people don't want to go above and beyond and that's okay, because it leaves room for those who do want to climb a workforce ladder as long as they are faily compensated and they get time off. I feel like this started when too much work was given and took away from personal lives with no or very little compensation and credit. If that's the case, why would an employee be motivated to do anything more than what they were hired for.
Digital Transformation Leader | Enterprise Technology Solution Architect | Cat Dad
2 年Quiet Quitting isn’t a thing. It really isn’t. Someone made up a term for just doing the job you were hired for with a negative connotation. If you want employees to do more, expand their actual responsibilities and compensate them for it. If you want them to level up, then promote them. If you want them to increase their capacity, hire another resource. All of this is basics of resource management. The real issue is bad managers who don’t know how to measure performance or ensure delivery. If your managers are complaining about quiet quitting, you should consider loudly exiting them because they lack the skill set to manage people.
Founder of Indigo Tech Services
2 年Excellent article, Carson! For most of my adult life it seems like the default position for most companies has been "if there's something wrong it's the employees fault" instead of "maybe there's something wrong if everyone hates working here?" Happy employees go above and beyond, miserable employees are basically hostages to their paychecks and will act accordingly.
Senior Structural Engineer at AR Construction
2 年This is an eye-opener. Both employers and employees can learn from this. Having a non-toxic working environment will benefit both the employer and the employee. You can produce best results when you're happy with what you are doing.