The New York Times’ Post

I can’t say I ever personally did this, not even up to my last day at CR. However, I witnessed so many colleagues not give 100% pre-, during, and post-pandemic. Partially due to burnout, partially due to lack of recognition from the top; for whatever the reason(s), companies have a serious problem on their hands as I’ve heard the term over and over across multiple industries. Americans have a systemic workforce issue that is not being addressed as openly as DEI per say. Operating with a quantifiable staff that has “quietly quit” is detrimental on both metrics and morale. Companies should do a true 360 on themselves instead of surveying staff repeatedly without reparations. Change starts top down.

The new year, new job approach might see you losing some employees. And there is a particular trend at the moment of 'quiet quitting'. It's the idea of minimal effort and leaving with minimal fuss. It's definitely an issue, but there's always two sides to any argument 🤷 So what is 'quiet quitting' and can you argue it? 📖 Read my blog post here:

I had the absolute pleasure of being interviewed by Ray Smith for The Wall Street Journal about the reduction in quitting. You can read the full piece using the link in the comments. ⬇️ No jobs mean no quiet quitting and no actual quitting either. No one can afford to. I could go on and on about the cognitive dissonance I encounter every day, seeing endless desperate posts about months of joblessness and my own family's job insecurity, juxtaposed with no mention of a Recession. The last time I felt this way was in 2009. But that's a topic for another day and only part of what Ray and I discussed. Though much of our conversation could not make it into the piece, we talked about job satisfaction. I shared why I felt happy in my current work and the organizations where I contribute, in addition to what I learned from the past two years studying positive organizational psychology. No one needs another novel of a LinkedIn post to read, so I'll say that for those who feel trapped in a role because of a stagnant job market, here are three ways I can feel satisfaction and motivation in my role wherever I am. Hopefully, this can help you, too: 1. Find ways to seek out and foster strong relationships that create a sense of camaraderie and support. I bet there's at least one person to connect with, start with just the one colleague and see how your community grows. If you love who you work with, you'll start to love the work. 2. Carve out autonomy over your schedule and work style. Decide how you want your day to look within the confines of the role's expectations. Speak up if you learn or work differently. There are always multiple paths to arrive at the same destination, and most people don't care how you get there, as long as it's on time. 3. While I embody a "team player" and love hopping in where I'm needed, I also try to guide my role and tasks to align with my skills and talents, which are where I really shine. Being the expert most of the time makes my job easier (for everyone), more fulfilling, and more efficient. I try to shoot for a 70/30 split, at least. If I can be firing on all MY cylinders 70% of the time, it helps me feel more confident to stretch in other areas.

Very interesting and useful information for all people managers. Although drivers may differ at various stages of work life, its so important to provide an environment where the potential triggers can be spotted and hopefully remedied.

Another article about quiet quitting. Social media is full of quiet quitters looking for passengers. I don't think working 'above and beyond' as a constant is healthy (or should be expected). That said, it's often the 'above and beyond' moments that create excellence. I've wondered if workers that advocate quiet quitting so widely will regret it one day; I would not be eager to hire someone so invested in cultivating ways to do "just enough." Am I the only one? If the requirements of a role have shifted work/life balance to something unhealthy (we know job creep happens), in many cases it can be fixed. I'd prefer to hire someone who could share how they accomplished exceptionalism in their role while creating balance (problem solving, creating innovative efficiencies, managing upwards, peer leadership) over someone that encourages others to set their goals at "just enough to not get fired." Lastly....can they call it 'quiet quitting' if they're telling everyone? 🤔 https://lnkd.in/eYj8duBA

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Communication, consistency, trust...so overused concepts that their actual meaning is completely missing most of the times they are put forward in work-place discussions. Sadly, as in law, the lack of knowledge or understanding is not an excuse or exemption from obliging. So while we throw those words at our managers or they do so at us, understood or not, the side effect of the LACK of the actual meaning of each of them is quietly (or sometimes not) creeping in. This way perfectly enticing and motivating at the start jobs turn into an unbearable survival and later unpleasant memory for all parties. And good intentions, unlike other times, do not help at all, unless coupled with actual effort to underhand and apply what in practice, not as a poster statement, concepts like good communication or trust in the people you work with mean. Do you think most managers and employees alike who use the concept of trust or good communication at the workplace - from strategy setting down to simple feedback giving actually know how those look like in practice?

This is thought provoking I think.. Quiet quitting, or employees disengaging without overtly expressing dissatisfaction, is a concern for employers because it can lead to a gradual erosion of productivity, morale, and overall team dynamics. When employees disengage quietly, their concerns, talents, and potential contributions may go unnoticed, hindering the employers ability to address underlying issues and retain valuable talent. This subtle form of departure can create a negative ripple effect, affecting team cohesion and overall workplace culture without clear signals for intervention #overworked #poorpayrises

This is a real problem. Temporarily, it fixes an individual’s issues, yet it never fixes the underlying problem of the work environment. While quite quitting is a part of the modern work culture, leadership of organizations must be self-aware and reflective when they notice this quite quitting trending in their organization. Within public education this has become the preferred method of quitting. Often educators don’t feel that their profession is not respected, needs aren’t being met and voices unheard so they just stop trying; become “contract teacher”. The effort they use to put into the classroom and school community is redirected to finding a better option. Public education was not designed for high turn over of teacher. It was designed to build strong communities of teachers that have a thriving career in educating the next generation. The focus needs to be the humanity of education not the business of it.