Quiet quitting’ is a growing trend across the globe. As described by Harvard Business Review, quiet quitting is “out of tasks beyond one’s assigned duties and becoming less psychologically invested in the work.” Maybe it did? How employers address this and evolve or adapt accordingly will be the most telling thing of all. But first, we need to understand the heart of why quiet quitters are so frustrated and why they actually quiet quit.These employees prioritise a healthy work-life balance while disengaging with any work outside their line of duty. They are usually at a point where they do not communicate their frustrations or lack of drive to deliver beyond expectations. As leaders, we need to be more intuitive, and notice change in behaviour as employees disconnect. An article on Effective Listening by Forbes clearly articulates the demeanour of an attentive leader, “listening goes well beyond being quiet and giving someone your full attention. It requires leaders to be aware of employee body language, facial expressions, mood, and natural behavioural tendencies.” When employees are not assigned the right roles, they are prone to burnout and become dissatisfied. This leads to disillusionment and ultimately disengagement. Having people in the right places will improve willingness and overall performance. Leaders should be able to recognise employee’s strengths and weaknesses in order to identify the roles they are best suited for.Though this trend has a negative connotation, for attentive leaders, quiet quitting can be used to measure employee engagement and overall happiness in the workplace. Attentive leadership requires one to be mindful of each individual’s wellbeing while listening to their needs. This ultimately leads to better performance and harmonious advancement of the business and its culture. Now, more than ever, leaders need to be cognisant of the various employee behaviours and get to the root cause of their grievances. Only then can you design unique approaches to stimulate individual performance. Leaders need to establish and maintain open communication and devise processes that promote willingness and togetherness. Leaders should consistently review and implement measures that allow employees to strike a healthy work/life balance and incentivise employees for the extra efforts. Similarly, employees need to take initiative to create value and ownership. For any business to succeed, employees need to fully commit to the ethos and be willing to go the extra mile. It‘s about culture and mindset.At the end of the day, for any relationship to work, there needs to be a mutual benefit. Give and take. Both employees and leaders must find value in working together for the betterment of the business and to create value of any sort. So, are we ready to take control and ensure we cultivate vocal joy rather than quiet quitting?
Quiet quitting’ is a growing trend across the globe. As described by Harvard Business Review, quiet quitting is “out of tasks beyond one’s assigned duties and becoming less psychologically invested in the work.” Maybe it did? How employers address this and evolve or adapt accordingly will be the most telling thing of all. But first, we need to understand the heart of why quiet quitters are so frustrated and why they actually quiet quit.These employees prioritise a healthy work-life balance while disengaging with any work outside their line of duty. They are usually at a point where they do not communicate their frustrations or lack of drive to deliver beyond expectations. As leaders, we need to be more intuitive, and notice change in behaviour as employees disconnect. An article on Effective Listening by Forbes clearly articulates the demeanour of an attentive leader, “listening goes well beyond being quiet and giving someone your full attention. It requires leaders to be aware of employee body language, facial expressions, mood, and natural behavioural tendencies.” When employees are not assigned the right roles, they are prone to burnout and become dissatisfied. This leads to disillusionment and ultimately disengagement. Having people in the right places will improve willingness and overall performance. Leaders should be able to recognise employee’s strengths and weaknesses in order to identify the roles they are best suited for.Though this trend has a negative connotation, for attentive leaders, quiet quitting can be used to measure employee engagement and overall happiness in the workplace. Attentive leadership requires one to be mindful of each individual’s wellbeing while listening to their needs. This ultimately leads to better performance and harmonious advancement of the business and its culture. Now, more than ever, leaders need to be cognisant of the various employee behaviours and get to the root cause of their grievances. Only then can you design unique approaches to stimulate individual performance. Leaders need to establish and maintain open communication and devise processes that promote willingness and togetherness. Leaders should consistently review and implement measures that allow employees to strike a healthy work/life balance and incentivise employees for the extra efforts. Similarly, employees need to take initiative to create value and ownership. For any business to succeed, employees need to fully commit to the ethos and be willing to go the extra mile. It‘s about culture and mindset.At the end of the day, for any relationship to work, there needs to be a mutual benefit. Give and take. Both employees and leaders must find value in working together for the betterment of the business and to create value of any sort. So, are we ready to take control and ensure we cultivate vocal joy rather than quiet quitting?
