For a few weeks there has been talk of quiet quitting, an apparently new term but which has actually been practiced forever, only now it has stopped being silent thanks to social networks where workers, leaders and managers have expressed their opinions to the public. regard .
Over the years, commitment to the company and work ambitions were often measured by taking on excess work and responsibilities; what some called “putting on the shirt” or “going the extra mile” was something highly regarded and valued by companies, bosses, and colleagues in general. But this is changing.
After living a completely different experience in their jobs since the pandemic, many workers have realized that this commitment was actually a sacrifice that was not reflected, however, in better economic income or a better quality of life. This has caused them to “silently” opt for a less proactive attitude towards their work, avoiding assuming workloads that exceed their responsibilities.
This phenomenon has divided opinions. On the one hand, we find those who do not agree with this practice, arguing that it is an easy and mediocre attitude that can affect people’s careers in the long term, the productivity of companies and puts bosses, managers in trouble. which no longer have the commitment and loyalty of their employees.
And on the other hand, we also find those who completely agree with setting limits in their workplaces and refuse that their lives revolve around work. Who is right?
This is undoubtedly a wake-up call for both companies and employees to review what organizational culture practices may be influencing this type of attitude.
How to turn quiet quitting into an opportunity for your organization and collaborators?
A leader can transform the lack of commitment of someone on her team if she takes into account the following factors: opportunities for growth, connection with the purposes and inspiring leadership. If signs of quiet quitting are observed in any collaborator, it is necessary to inquire if this person feels that their work is not aimed at their professional development, if their purposes are not aligned with those of the organization or if they are not finding a leader as a reference and inspiration.
Offers growth opportunities
By implementing a culture of Feedback, it is possible to know those desires and needs that workers have and thus provide a professional development plan that is more in line with their aspirations.
Connect with the purposes
Building a work team with purposeful people brings many benefits, both personally, for the team and even for the company and the community. For an organization, it is essential to find and keep people with purpose in their work because they are aware of the sense, meaning and impact that their work has for the company, their family, for themselves or for society and they go beyond just pursuing economic benefits.
When leaders are happy and active, they are more likely to transmit that energy to their team and promote perceptions of effectiveness, ability, optimism and clearly happiness. Train your leaders so that they themselves inspire their teams through communication and commitment.
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