The Sound of Silence
Getting the right balance of any organizational culture is a multi-dimensional challenge. The intricacies of human behaviors are key factors in influencing organizational culture. While cultivating culture begins at the top, it is a collective responsibility of all stakeholders to shape and reinforce the desired culture.??
The sound of silence can have a devastating impact on organizational culture, team synergy and the overall wellbeing of employees. While the term, ‘quiet quitting’ is a relatively new-ish term, the behaviors associated with it, are not. Can you identify potential quiet quitters in your organization? Are they hindering the success of the team/organization? Or are they doing just enough to avoid suspicion or attracting undue attention?
Taking the time to develop strong rapport and personal-professional relationships amongst your colleagues and your employees, is a great advantage in successfully identifying quiet quitters. Most importantly, it allows a greater opportunity for leaders to take on a proactive and supportive approach to helping practitioners to reengage. The best defense towards quiet quitters is the relationship that you build with your staff and colleagues. Establishing a work environment grounded in genuine professional relationships, authenticity and support, actively deters disengagement among employees who silently withdraw and become quiet quitters.
Quiet quitters habitually display multiple warning signs. Yet, identifying them can be challenging as they may not openly express their dissatisfaction or intention to quit. Rather, they silently disengage and lose motivation in a subtle but consistent manner. The old saying, actions speak louder than words, is certainly true of quiet quitters.?
Although this is not an extensive list and every individual is unique, quiet quitters can often display the following behaviors:
Reduced Productivity
Lack of Contribution
Diminished Enthusiasm
Withdrawal Behaviors
Increased Absences
Previous high contributing practitioners who have shifted their behaviors towards doing the bare minimum, are also likely to be quiet quitters. They no longer volunteer to help co-workers, lead projects, participate in organizational special initiatives or participate in extra committees like they once did before. While they are not necessarily unengaged they do limit their focus to only what is required and only what is directly related to their own work.?
When quiet quitting behaviors manifest, it is important for leaders to dedicate time to identify the underlying cause of each individual case. This will enable leaders to actively assist in de-escalation and re-engagement endeavors. Quiet quitters typically do not occur because it is a TikTok, post-pandemic trend; rather they arise because practitioners feel devalued, disrespected, burned-out, unseen and unheard. Less effective leaders are likely to experience more quiet quitting employees than their effective counterparts.?
When leaders or team members identify quiet quitting behaviors amongst their colleagues or employees, it is best to approach this challenge from a culture of care and support rather than reprimanding. When successfully reengaged by leaders, quiet quitters have great potential to be change agents within their organization. They are ready to be inspired, and motivated for growth, challenge and change!?
Preventative Measures For Quiet Quitting
It is always optimal to take proactive measures, a principle that holds true across various contexts, but especially when addressing quiet quitters. Having a reactive approach may have a significant lingering impact on organizational culture and morale.?
Embrace a Culture of Advancement & Internal Mobility
??Invest in professional growth
??Promote leadership & ongoing learning opportunities
??Listen & support employees when they express a desire for a change in job role
??Promote from within & be open to the possibilities for job changes
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Have Open & Honest Conversations
??Utilize the leadership strategy, regular check-ins
??Listen & provide feedback opportunities?
Cultivate Work Friendships
??Build a positive & inclusive work environment?
??Create opportunities for cross-functional collaboration
??Build opportunities for social bonds
Celebrate & Reward Achievements?
??Show genuine gratitude
??Demonstrate an authentic celebratory spirit
Make Meetings Meaningful?
??Give employees agency & voice
??Give the gift of time when appropriate; too many meetings suffocates morale &?productivity?
Find the Right Balance
??Don’t micromanage employees but also don’t have a total hands off approach either
??Respect work-life balance & lead by example by regularly modelling it
Regular check-ins, one-on-one meetings, and creating a positive work environment where feedback is encouraged, can significantly help identify and address concerns before it escalates into quiet quitting.?
Unfortunately however, we know that in some outlier cases that no matter how much reengaging and preventative strategies leaders do, quiet quitting can persist. When preventatives and reengagement strategies have run its course, it is time for an uncomfortable and perhaps difficult, yet humane and empathetic conversation between the quiet quitter and the leader. The goal of the conversation is to achieve a mutual understanding of needs between the two parties, ultimately striving towards a consensus to part ways. While it is likely to have some time between parting ways, it is beneficial for both the quiet quitter and leader to have this conversation in a supportive manner, salvaging relationships. A supportive and courageous conversation will additionally support the wider team that the quiet quitter belongs to.?
Fostering a workplace culture that authentically values personal-professional relationships and emphasizes respect and belonging is a proactive strategy for addressing the sound of silence within your organization.
Take care,
Dr. Sarah Trevaskis