Quiet Quitting – Final Post
Quiet quitting isn’t new. It’s a new twist on an old problem. But, it has captured people’s attention. As leaders, it’s on us to address it.
Quiet Quitting – Part 8
Treatment Option 4: Work to Reconnect Employees/Teammates Employee engagement relies on feeling connected to one another individually and connected as at team to a bigger purpose. Leaders must be intentional in creating interaction and cohesion.
Quiet Quitting – Part 7
Treatment Option 4: Acknowledge and Respect that Employees Have Changed. Quiet quitting is an identity shift. See employees as they are now vs. who they were pre-pandemic. Employees want autonomy over their work, not just in how they carry out their tasks, but also — as much as possible — influence over where and when [...]
Quiet Quitting – Part 6
Treatment Option 3: Commit to Offer High-Quality Work High-quality work means having varied and meaningful tasks, clear goals, and a positive team climate. Particularly relevant today, high-quality work also means having reasonable demands and expectations of workers. Leaders need to be especially careful about not overwhelming people with excessive demands, long work hours, or unreasonable [...]
Quiet Quitting – Part 5
Treatment Option 2: Rebuild the psychological contract with employees. The 20th Century psychological contract was transactional: Employees showed up every day from 9-5, and in return were rewarded with a paycheck and a pension. The 21st Century contract is relational. Employees want a paycheck, but they want challenge, career growth, support, and meaningful relationships. More [...]
Quiet Quitting – Part 4
Treatment Option #1: Acknowledge this is a leadership issue. In his book Extreme Ownership, former Navy Seal Jocko Willink writes: “On any team, in any organization, all responsibility for success and failure rests with the leader. The leader is truly and ultimately responsible for everything.” Leadership must address manager engagement first, then re-skill them to [...]
7th Post: Stronger Than Yesterday – A Core of Confidence (continued)
Confidence increases productivity and causes you to choose more challenging tasks, which make you stand out amongst your peers. You naturally create a more cohesive workplace environment; confident people celebrate the accomplishments of others as opposed to insecure individuals who try to steal the spotlight and criticize others in order to prove their worth. Speaking [...]
6th Post: Stronger Than Yesterday – A Core of Confidence (continued)
As a leader, recognize that criticism doesn’t increase competency. You are simply sharing what not to do, instead of what to do. Imagine a child learning how to ride a bicycle. Which environment shapes a more confident future cyclist: pointing out each time they fell down, or pointing out what they did to stay up?
