![]() ![]() If you’re confident in your leadership abilities and only one of your direct reports is unmotivated, that may not be your fault. In that case, an excellent question to ask yourself is: Is this a problem with my direct reports, or is this a problem with me and my leadership abilities? Suppose you have multiple employees who you believe to be quietly quitting. What to Do If You Manage a “Quiet Quitter” Occasionally working late or starting early was not resented because this manager inspired them. Most mid-career employees have also worked for a leader for whom they had a strong desire to do everything possible to accomplish goals and objectives. Employees’ lack of motivation was a reaction to the actions of the manager. It’s possible that the managers were biased, or they engaged in behavior that was inappropriate. This comes from feeling undervalued and unappreciated. Many people, at some point in their career, have worked for a manager that moved them toward quiet quitting. But those who were rated the highest at balancing results with relationships saw 62% of their direct reports willing to give extra effort, while only 3% were quietly quitting. These managers had 14% of their direct reports quietly quitting, and only 20% were willing to give extra effort. We found that the least effective managers have three to four times as many people who fall in the “quiet quitting” category compared to the most effective leaders. The research term we give for those willing to give extra effort is “discretionary effort.” Its effect on organizations can be profound: If you have 10 direct reports and they each give 10% additional effort, the net results of that additional effort are increased productivity. Employee’s ratings of the extent to which their “work environment is a place where people want to go the extra mile”.Employees’ ratings of their manager’s ability to “Balance getting results with a concern for others’ needs”. ![]() On average, each manager was rated by five direct reports, and we compared two data points: We looked at data gathered since 2020 on 2,801 managers, who were rated by 13,048 direct reports. Our data indicates that quiet quitting is usually less about an employee’s willingness to work harder and more creatively, and more about a manager’s ability to build a relationship with their employees where they are not counting the minutes until quitting time. ![]() Our researchers have been conducting 360-degree leadership assessments for decades, and we’ve regularly asked people to rate whether their “work environment is a place where people want to go the extra mile.” To better understand the current phenomenon of quiet quitting, we looked at our data to try to answer this question: What makes the difference for those who view work as a day prison and others who feel that it gives them meaning and purpose? In reality, quiet quitting is a new name for an old behavior. They say “no” to requests to go beyond what they think should be expected of a person in their position. They resist the expectation of giving their all or putting in extra hours. In the last few weeks, many of those who choose the former have self-identified as “quiet quitters.” They reject the idea that work should be a central focus of their life. Every employee, every workday, makes a decision: Are they only willing to do the minimum work necessary to keep their job? Or are they willing to put more of their energy and effort into their work? ![]()
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