{"id":1419,"date":"2023-03-13T16:04:35","date_gmt":"2023-03-13T21:04:35","guid":{"rendered":"https:\/\/agri-search.com\/?p=1419"},"modified":"2023-03-21T19:38:27","modified_gmt":"2023-03-22T00:38:27","slug":"quiet-quitting-separating-the-symptom-from-the-cause","status":"publish","type":"post","link":"https:\/\/agri-search.com\/quiet-quitting-separating-the-symptom-from-the-cause\/","title":{"rendered":"Quiet Quitting:  Separating the Symptom from the Cause"},"content":{"rendered":"<p>Quiet quitting. \u00a0What began as a viral video has become one of the most talked about (and written about) topics this year. \u00a0Is it a valid phenomenon, or is it nothing more than catchy clickbait? \u00a0To a certain degree, the answer to that question does not matter. \u00a0Rather than debating the significance of the symptoms, this is an opportunity for leaders to proactively address the more important matter: the cause. \u00a0While many organizations excel in the areas of employee engagement and retention, the tenor in the marketplace (and perhaps why the original video gained so much traction) is that this is the exception &#8211; not the rule. \u00a0The symptoms indicate that something has shifted; the cause of that shift deserves a discussion.<\/p>\n<p>What\u2019s New?<\/p>\n<p>In the video \u2013 which has over 3.5 million views \u2013 24-year-old TikToker Zaid Khan (@zaidlepplin) states that \u201cwork is not your life.\u201d \u00a0This is not a new concept. \u00a0But assuming that work is a requisite part of life, to view the act of employment simply as a means to an end overlooks the opportunity that purposeful, gratifying, challenging work can provide. \u00a0When given a choice to do the bare minimum necessary to stay employed, or proactively construct a professional environment that provides meaning, which would most choose? \u00a0The latter is the obvious choice, but is easier said than done. \u00a0And although the need for professional fulfillment is nothing new, the external factors have changed:<\/p>\n<ul>\n<li>The pandemic shifted people\u2019s attitudes toward work, creating a time of reflection during which some reassessed the importance of things in their lives beyond work.<\/li>\n<li>Remote and hybrid work environments have created employees who feel disconnected from their work, workplace, and coworkers.<\/li>\n<li>Lack of boundaries between work and personal life has created, for some, an \u201calways working\u201d dynamic that leads to burnout.<\/li>\n<li>New career and early career employees have never \u201cgone to work\u201d and thus have no personal investment or commitment to an organization, its people, or its mission.<\/li>\n<li>Lack of organizational focus \/ attention necessary to keep employees aligned, motivated and moving forward in their organizations and in their careers. \u201cOut of sight, out of mind\u201d is not an effective formula for employee engagement and retention.<\/li>\n<\/ul>\n<p>Uncovering the Cause<\/p>\n<p>\u201cWhat is your why?\u201d \u00a0It sounds like an esoteric question, but why is it that you choose to go to work each day? \u00a0Why do you choose this profession, instead of something else? \u00a0Why do you choose the role you are in, as opposed to others?<\/p>\n<p>Encourage yourself and others to press beyond the obvious answer of \u201cI need to make money.\u201d \u00a0There are countless ways to earn a living; why have you chosen this one?<\/p>\n<p>Incorporate The Five Whys, which originated within the Toyota Production System and are an integral part of Lean Manufacturing, Kaizen, and Six Sigma. \u00a0Taiichi Ohno saw the Five Whys as an especially important part of Toyota&#8217;s overall philosophy. \u00a0The process is simple: Just ask why five times in succession to get to the true root cause of the problem. \u00a0This is a remarkably simple process, but more often than not, we stop at the very first &#8220;why&#8221; and try to do something about the symptoms rather than getting to the true root causes.<\/p>\n<p>Once you begin to list all your whys, you will notice they fall into two categories. \u00a0The first category is similar to Maslow\u2019s lowest hierarchy of needs \u2013 food, water, and shelter. \u00a0\u201cI\u2019d like to be able to pay my mortgage.\u201d \u00a0\u201cI want to send my children to college.\u201d \u00a0\u201cMy elderly parents will rely on me to provide for them.\u201d \u00a0\u201cI have always dreamed of buying a vacation home.\u201d<\/p>\n<p>&nbsp;<\/p>\n<p>The second category recognizes that there is a bigger purpose, a desire to make a difference, and a need for higher meaning behind the choices we make. \u00a0Both categories are important and not mutually exclusive. \u00a0An individual who only cares about money will likely live with a void in their lives, while an individual who is all about the big picture has their head in the clouds but lacks feet on the ground.<\/p>\n<p>Treatment Options<\/p>\n<ol>\n<li>Acknowledge this is a leadership issue. In his book Extreme Ownership, former Navy Seal Jocko Willink writes: \u201cOn any team, in any organization, all responsibility for success and failure rests with the leader. The leader is truly and ultimately responsible for everything.\u201d Leadership must address manager engagement first, then re-skill them to be successful in a hybrid \/ remote working world.<\/li>\n<\/ol>\n<ol start=\"2\">\n<li>Rebuild the psychological contract with employees. The 20th Century psychological contract was transactional: Employees showed up every day from 9-5, and in return were rewarded with a paycheck and a pension. The 21st Century contract is relational. \u00a0Employees want a paycheck, but they want challenges, career growth, support, and meaningful relationships. \u00a0More than ever, leaders must build (rebuild) trusting relationships with their employees. \u00a0When people feel valued, they are more likely to naturally engage or reengage in their work.<\/li>\n<\/ol>\n<ol start=\"3\">\n<li>Commit to Offer High-Quality Work. High-quality work means having varied and meaningful tasks, clear goals, and a positive team climate. Particularly relevant today, high-quality work also means having reasonable demands and expectations of workers. \u00a0Leaders need to be especially careful about not overwhelming people with excessive demands, long work hours, or unreasonable pressures.<\/li>\n<\/ol>\n<ol start=\"4\">\n<li>Acknowledge and Respect that Employees Have Changed. Quiet quitting is an identity shift. See employees as they are now vs. who they were pre-pandemic. \u00a0Employees want autonomy over their work, not just in how they carry out their tasks, but also \u2014 as much as possible \u2014 influence over where and when they work.<\/li>\n<\/ol>\n<ol start=\"5\">\n<li>Work to Reconnect Employees \/ Teammates. Employee engagement relies on feeling connected to one another individually and connected as a team with a bigger purpose. Leaders must be intentional in creating interaction and cohesion.<\/li>\n<\/ol>\n<p>Quiet quitting isn\u2019t new. \u00a0It\u2019s a new twist on an old problem. \u00a0But it has captured people\u2019s attention. \u00a0As leaders, it\u2019s on us to address it.<\/p>\n<p>&nbsp;<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Quiet quitting. \u00a0What began as a viral video has become one of the most talked about (and written about) topics this year. \u00a0Is it a valid phenomenon, or is it nothing more than catchy clickbait? \u00a0To a certain degree, the answer to that question does not matter. \u00a0Rather than debating the significance of the symptoms,  [&#8230;]<\/p>\n","protected":false},"author":10,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":"","_links_to":"","_links_to_target":""},"categories":[4],"tags":[],"class_list":["post-1419","post","type-post","status-publish","format-standard","hentry","category-blog"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - 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