Five questions about Quiet Quitting for you, the leader of the pack
Quiet Quitting. To quietly stop doing more than you have to. I’ve been thinking about this a lot, reading articles, and listening to smart people. All this has landed in five questions for you as a manager.
𝗪𝗵𝘆 𝗱𝗼 𝘆𝗼𝘂 𝗲𝘅𝗽𝗲𝗰𝘁 𝗽𝗲𝗼𝗽𝗹𝗲 𝘁𝗼 𝗱𝗼 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝘁𝗵𝗲𝘆 𝗮𝗿𝗲 𝗽𝗮𝗶𝗱 𝗳𝗼𝗿?
It’s clear you WANT it, but can you demand it? Isn’t it then better to clearly state what your expectations are of the service from the start?
𝗛𝗼𝘄 𝗺𝘂𝗰𝗵 𝗽𝗿𝗮𝗶𝘀𝗲 𝗮𝗻𝗱 𝗿𝗲𝗰𝗼𝗴𝗻𝗶𝘁𝗶𝗼𝗻 𝗱𝗼 𝘆𝗼𝘂 𝗴𝗶𝘃𝗲 𝘆𝗼𝘂𝗿 𝘀𝘁𝗮𝗳𝗳?
Studies clearly show the connection between positive feedback and engagement.
I𝘀 𝗶𝘁 𝗽𝗲𝗿𝗵𝗮𝗽𝘀 𝗺𝗼𝗿𝗲 𝗮𝗯𝗼𝘂𝘁 “𝘄𝗼𝗿𝗸-𝗹𝗶𝗳𝗲 𝗯𝗮𝗹𝗮𝗻𝗰𝗲”?
What happens if you instead help those who are struggling so that they feel your support?
𝗗𝗼𝗲𝘀 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗯𝘂𝘆 𝗶𝗻𝘁𝗼 𝘆𝗼𝘂𝗿 𝗽𝘂𝗿𝗽𝗼𝘀𝗲, 𝘃𝗶𝘀𝗶𝗼𝗻, 𝗺𝗶𝘀𝘀𝗶𝗼𝗻, 𝗮𝗻𝗱 𝘃𝗮𝗹𝘂𝗲𝘀?
Or do you have staff who do not agree with this but just want their salary for work done?
𝗗𝗼 𝘆𝗼𝘂 𝗮𝗹𝗹𝗼𝘄 𝘆𝗼𝘂𝗿 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 𝘁𝗼 𝗴𝗿𝗼𝘄, influence, and have fun, i.e. what about the need for competence, autonomy, and belonging?
Take the questions into your next management team meeting. Then involve your employees. Use their collective intelligence.
𝗧𝗼𝗴𝗲𝘁𝗵𝗲𝗿, 𝘆𝗼𝘂 𝗰𝗮𝗻 𝗰𝗿𝗲𝗮𝘁𝗲 𝗮 𝗵𝗶𝗴𝗵𝗲𝗿 𝗰𝗼𝗺𝗺𝗶𝘁𝗺𝗲𝗻𝘁 𝗮𝗻𝗱 𝘁𝗵𝘂𝘀 𝗯𝗲𝘁𝘁𝗲𝗿 𝗿𝗲𝘀𝘂𝗹𝘁𝘀
Team Antoni Explains
In the realm of management, the phenomenon of Quiet Quitting has been gaining attention—a subtle disengagement where individuals cease doing more than the bare minimum. Antoni Lacnai reflects on this concept and poses five crucial questions for leaders.
Why Expect People to Do More Than They Are Paid For?
While the desire for employees to go above and beyond is evident, is it realistic to expect it without clearly articulating these expectations from the beginning?
The Power of Praise and Recognition: How Much is Enough?
Research underscores the link between positive feedback and employee engagement. How can leaders strike the right balance in praising and recognizing their staff?
Breaking the “Work-Life Balance” Paradigm: Can Support Prevail?
Instead of adhering to the “work-life balance” notion, what if leaders focused on supporting those facing challenges? How could this shift impact the overall workplace atmosphere?
Does Everyone Buy Into Your Company’s Vision?
Does every member of your team truly embrace the values, mission, and vision, or are there those solely motivated by compensation? How does this dynamic affect organizational culture?
Fostering Growth, Influence, and Enjoyment: What About Core Needs?
Beyond accomplishing tasks, how are leaders nurturing the fundamental needs of competence, autonomy, and belonging for their employees? How can these factors contribute to overall job satisfaction?
Antoni Lacnai encourages leaders to take these questions into their next management meeting, fostering an inclusive environment by involving employees and tapping into their collective intelligence. By addressing these considerations, organizations can pave the way for a more engaged and motivated workforce.