💁 Finding ways to fix Quiet Quitting
Quiet quitting has been all the buzz lately with so many mixed reactions emerging every day. While debates on this subject are far from over, constantly fueled by controversial opinions, in this edition of The People Leaders biweekly newsletter from Nestor, we intend to shift the rhetoric and focus instead on finding solutions to address the "quiet quitting" problem. ⚠️ Together with Tucker Miller, Deborah Denyer, and Rae D’Umay - our contributors for this edition - we tried to find answers to some of the most difficult questions: 💬 Where is "Quiet Quitting" rooted? Is it similar to disengagement in the workplace? What are the challenges at the organizational level, and what can we do to prevent "quiet quitting"?
Enjoy your reading! 👋
🙋 Picked From Our Library
Nestor: Triggers of "quiet quitting" and ways for HR and People Leaders to tackle it
Quiet quitting is a latent problem shadowing in the background of our organizations that now surfaced and is forcing us to take action.
Learn from the article below what are the hidden downsides of "quiet quitting" and explore ways your organization can address the underlying problems.
Read more on the Nestor blog
Nestor: "Quiet Leadership" is far more dangerous than "Quiet Quitting"
Tucker Miller, our guest for Nestor's interview series digs deeper into this subject by drawing a thin line between chronicle disengagement in the workplace and "quiet quitting" and emphasizes leaders' role in getting people together.
Keep reading more on the Nestor blog
💛 Hand-picked articles we loved
Forbes: Why half of the workforce is quiet quitting, and what to do about it
Stating clearly and loudly that "quiet quitting" is just a new name for an old problem, Kevin Kruse, the author of this article and CEO of LEADx is urging us to try and fix the root cause not just treat the symptoms. He points out to managers as directly responsible for employees' attitudes and highlights 12 leadership behaviors that are directly linked to employee engagement.
Read the article in the Forbes
Harvard Business Review: Quiet quitting is about bad bosses not about bad employees
According to research data, managers who are rated the highest at balancing results with relationships saw 62% of their direct reports as willing to give extra effort, while only 3% were quietly quitting. Creating bonds based on trust is very important for fostering great relationships in the workplace.
Recommended by LinkedIn
Read the article in The Harvard Business Review
MIT Sloan Management Review: Five ways managers can help prevent quiet quitting
One of the core issues of quiet quitting has to do with what management researchers call a psychological contract. In contrast to a written employment contract that some workers might sign when starting at a new company, a psychological contract contains the unwritten expectations and obligations that employees and employers (including managers) have of and to one another.
So, how do you fix broken psychological contracts?
Read the article on the MIT Sloan website
HR Executive: What can HR do about "Quiet Quitting"?
Citing different opinions from career strategists and coaches, this article's conclusion is crystal clear: "Experience and engagement are key".
“Employers should focus on re-engaging their workforce by making meaningful changes to their culture. This is what will help motivate employees to continue to strive for more.”
Read the article on the HR Executive's blog
CNBC: Is "quiet quitting" a good idea? Here's what workplace experts say
Instead of a conclusion, we'd like to recommend you a piece of information that brings to light some very powerful statements on how "quiet quitting" backfires and why this trend can no longer be ignored.
"There are bad qualities that can be adopted from quiet quitting too, such as lack of motivation, underdevelopment of skills, lack of flexibility and inability to work in a team setting."
Read the article on the CNBC website
🌟 In the Spotlight
Bogdan Apostol, CEO of Nestor, on the "How to Web" event stage
Bogdan Apostol, our CEO and co-founder has taken the stage at the "How to Web" event to share insights about the story of Nestor, how it all began and evolved over time, and the experience of being part of the YC accelerator. Many thanks to the How to Web team for such a great event and for giving us the opportunity to make our story heard.
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Executive Coach | Facilitator | Chair of Trustees | Helping Newly Appointed & Existing Leaders Overcome Leadership Challenges, Build Effective Teams, and Create Inclusive Workplaces.
2yThanks for featuring my thoughts Nestor. I’ve recently been working with a couple of Executive Coaching clients who had made the decision to ‘quiet quit.’ In both cases they didn’t feel valued by the leadership team. This had chipped away at their confidence and resentment had begun to build. They’d previously been excited and committed to their roles, but they recognised that their mindset shift was impacting their productivity.
Keynote Speaker | Author of The First Four Words | Empowering Confident Communication and Navigating Tough Conversations for Meaningful Impact | Executive Coach & Attorney
2yI am honored to have been interviewed by Nestor and to be featured in this month's newsletter. As an executive coach I focus very specifically on helping leaders lead authentically and "out loud" to stem "quiet quitting." That requires both self-awareness and proactive leadership skill -- all of which can be learned and improved with diligent effort and feedback.
Data Analyst @ KPMG Nigeria | Research & Insights | Member PSSN | Certified Statistician | People Enthusiast | Research Data Analyst | Data Analytics Consultant | Philosopher | Motivational Writer
2yI believe this a very important aspect of People Analytics, in recent years I discovered that employees now have a I put myself first attitude which is a side effects of Human Resources Management involving the employers treating the people as a resource that must be maximized and when they reach their limit, due to health or occurences, employees become quiet quitters. I will recommend that employers of labour focus on Human Capital Management which involve treating People as assets that must be invested in and value addition. It could help reduce the effects.
Banking | Fintech | Payments | Risk | Artificial Intelligence | 25 Years plus
2yLoved the bouquet of theories and articles. Here is what is my view as a leader. I believe while yes the impact can be made through the leaders and managers it is a more larger organisational goal or concern to cater to and has to start at larger level to get percolated to manager leader skills . At an organisational level the human resource could be primarily divided as Mentally Healthy or depressed. Quite quitting for depressed person may need totally different resolution and help and depression or mental health or any other issue at home could be reason for quite quitting and cannot be addressed by the managerial skills or events at office only ofcourse they will add value. Quite quitting for those who are mentally healthy there could be a very small percentage of total in these categories and either they may be unaware caln or confused clan or in transition clan. They need guidance or push or clarity and i believe these again do not happen in all the suggested managerial skills. May be they could help...but expression of more qualities generally takes confused and depressed clan away in shell more then getting effected positively. So answer i believe more lies in addressing human in each and their happiness levels
Founder @ Smith Forged inc. | Sales Strategy, Marketing Expert
2yFixing quiet quitting is easy. all you do is care genuinely about you’re staff. That means when they go through shit, you go through shit. You spend more time with these people than your family. Show love, compassion,and have their back. If you do that your employees will be loyal and have yours. Treat people like people not cattle!