The counter-trend to Quiet Quitting: Quiet Firing
As if it couldn't get any worse - now gaslighting employees out of the company as a response to quiet-quitting is making its way into the news headlines.
2020 has been the year where many people readjusted their lives, and questioned whether they truly wanted to spend it the way they do - with the main focus on their work. What followed were mass resignations, heated discussions, and changes in the ways of working (hello hybrid role) and people starting their own businesses. Not all went out with a bang, many resorted to quiet quitting, a form of resigning by silently disengaging from work as they feel increasingly undervalued or overworked.
But instead of trying to keep their employees, some companies started to answer this behaviour in a rather childish way, if I dare say so.
Instead of opening up the conversation and building a healthier workplace and work culture, "Quiet Firing" has become a thing.
It simply describes the process of either willingly not stepping in to improve an employee's work experience nor offering career development opportunities or support, as well as even increasing the workload of said employee so they burn out and leave.
Why is this just bad practice on all ends?
You lose a valuable employee and have higher cost to find a replacement vs retaining your talent, meaning it's neither productive nor efficient.
It looks bad, like, real bad, and you don't want that to be on the advert about your company unless you don't care about your company's reputation
And of course, there is this grey area around "what if it wasn't intentional?" What if the managers and leaders simply didn't notice what was happening right in front of their eyes due to being totally overloaded themselves? Well, this is a big alarm clock that tells you: that your processes and work culture need a massive upgrade - ASAP.
So if you, as a leader OR employee of a company notice the telltale signs here are some practical tips to hopefully prevent the worst-case scenario and work together on a solution (emphasis on "together").
What to do as a leader:
Open Communication Channels: Cultivate an environment where employees feel at ease expressing concerns. Regular check-ins can help uncover potential issues before they escalate.
Recognition and Appreciation: Acknowledge and celebrate achievements, regardless of their scale. Your people want to feel valued and seen.
Transparent Feedback: Offer and ask for constructive feedback openly and regularly.
Addressing Burnout: Be mindful of workload and potential burnout indicators. Don't only encourage breaks and time off to maintain a healthy work-life balance, but lead by example!
Empathy and Understanding: Seek to understand your employees. Pro Tip: work on your listening and coaching skills!
What to do as an employee:
Express Concerns: Don't hesitate to peak up and share your concerns with your leaders.
Self-Reflection: Evaluate your own satisfaction and engagement. If feeling undervalued, you might want to discuss this with your manager.
Seek Opportunities: Explore opportunities inside and outside the organisation. At the end of the day, you should enjoy your job, and if you don't and there is no other solution, it might be time to explore new shores.
Maintain Boundaries: To make a work-life balance truly balanced set clear boundaries between work and personal life. It's essential.
If you are curious about improving your leadership style or work culture so you can support your people better, OR if you want to decrease the dread of a potential career change, reach out, and let's discuss how coaching can support you to navigate this space.
