So How About Quiet Quitting




There’s a bunch of “new” stuff going on out there in the workplace. (Remember, “Stuff” is one of my favorite technical terms. I use it to cover a variety of applications.) IKR


For example, in November 2021 a record 4.5 million Americans quit their jobs. That was the highest monthly number reported by the Bureau of Labor Statistics since it began reporting data in 2000. It’s now known as the GREAT RESIGNATION and by the tag of the Great Quit month. (By the way, “Quit”, is defined as voluntary separation initiated by the employee.)


Quits rates measure a worker’s ability to leave a job, confident that they could secure a new one. (Let that percolate for a bit. There’s a lot going on in that last sentence. That’s what qualifies as “Stuff”.)


I’ve been tracking other Stuff about “Quiet Quitting”; a mentality (or mental attitude) of performing job requirements and nothing more. Sometimes, this attitude forms as a sort of backlash to subordinates and workers being “allowed” to perform at or below “historical” definitions of “what Good looks like”. Why? Because making the decision to terminate “underperforming” results in one more opening. And that creates more work over even fewer people. And that is a Catch-22 situation. (You can look that one up.) In short order, That’s when your top performers are expected to pick up the slack…and they don’t. Why, because we are burning them out.


Take a look at your department, your staff. Are you positively reinforcing your “performers”? Are you aware of the mental attitude of your team?

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