‘Quiet quitting’ is the new buzzword for Emotional Disengagement. It has nothing to do with quitting your job but means doing nothing more than the bare minimum to not get fired.
Employees can be seen to fulfill their job duties, but will not go above and beyond and will generally stick to the following:
avoid standing out to managers
avoid more work or responsibilities for no immediate return
avoid covering for colleagues
Avoid taking on the work of previous roles
boycott marking and assessing
work between the hours of 9:00 am and 5:00 pm or the hours contracted
do not respond to emails outside working hours
do not engage in meetings longer than 50 minutes
do not share ideas or take on additional tasks
‘Quiet quitting’ has become a trend in recent months in response to employees taking control of their own work-life balance and avoiding burnout - despite what the workload is or the management style of the company they work for. This technique, previously known as ‘work to rule’ has been used for centuries by workers around the world when employees and unions join together because they’ve had enough.
So how can you avoid ‘quiet quitting’ in your workplace:
Use feedback. The ability to give and receive feedback is one of the most critical skills modern managers need to have under their belt. This is a two-way street where you are giving and receiving feedback. Make sure your employees are being heard - take action on the feedback you receive.
Ensure there are career development plans. Offering younger employees opportunities to own their own career development plans is vital in work engagement. If there are clear milestones and goals in place with promotions and bonuses they are more likely to work for their own career progression, while also benefiting the company. Coach them on how to manage themselves, when to knuckle down and show career grit, and when to push for promotion.
Build relationships and trust face to face. While the default today for communication is technology, with remote working and recent global changes in the workplace. The practice leader’s job is to create value through people and to encourage contact and face-to-face interaction. Take an interest in your employees and understand what is really going on.
Use data to aid decision-making. Leadership today means being comfortable with the use of internal data to make key decisions. If you can prove your point with data, your team will most likely buy into your decision.
Devote time to internal and external team-building skills. Build a culture of social connectedness where empathy is a social glue that allows people to connect. Effective practice leaders realise that true leadership is not about them individually, or the company but the kind of organisation they create.
Build and communicate a vision. Employees like leaders with a big vision. They find it motivating, encouraging, and something they will work towards. Top teams work together to get to the end goal and know what kind of goals they will be scoring before the game even begins.
Learn to recruit the right people. Learning how to hire the right person is a key skill that every manager needs to get to grips with.
Become a constant learner driven by curiosity. If you manage, you need to set an example by showing a commitment to ongoing learning and skills development. This will filter down.
Keep your door open. Nurturing the people who report to you is a fundamental requirement. Be aware of everything, but don’t be a control freak - micromanagement undermines loyalty and works against you in the long run.
Appreciate your employees' time. Stick to working hours. Ensure your employees have a good work-life balance. They will be more productive and happier in the long run.
Managers need to create the space and the time to plan how they will manage employees. Clearview provides consultancies, workshops, and training on effective management.
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