09/14/2022
This “quiet quitting” discussion leaves one major thing out of the conversation.
For years as people managers and employers, we have known that we must meet the employees' basic needs and stimulate them to excel.
People need to be stimulated by their managers! If we as managers have people “quiet quitting,” the problem is not just about the worker; it is also about the manager, the compensation, opportunities for advancement, coaching, flexibility, challenge, and an array of issues you must address.
Because leadership is so essential, the Art of War uses an example of motivation and communication as the first anecdote of Tsung Tzu’s experience with the emperor. He first blames the colonels, and just after evaluating them and their commands, he evaluates the soldiers.
It is irresponsible to have people like Scott Jennings saying it is sickening to see people quiet quitting. Let's evaluate our managers and our management style. It is a lack of personal responsibility to say people are “quiet quitting” because they are bad workers. If we want more, let's manage better and align the employee’s goals with the company's goals.
If your employee churn is too high, it is probably not the employees but your management or your compensation.
Doing the minimum satisfies a job description; if we want more, we need to manage people better.