If employees' hearts are moved, the company moves too! Management that doesn't create quiet quitters

<If employees' hearts are moved, the company moves too! Management that doesn't create quiet quitters>

Creating a workplace that doesn't create quiet quitters—When managers should change their mindset first—

Recently, I often hear the term "quiet quitter".

This refers to employees who don't quit the company, but don't work desperately to get promoted, and only do the minimum required tasks.

They don't work overtime.
They don't participate in drinking parties.

Everyone has the freedom to think as they like.
I don't think everyone needs to aim for a promotion, and I think it's fine if everyone works while fulfilling their own suitable roles. In that sense, I'm not denying the working style of a quiet quitter.

However, personally, I think this "quiet quitter" style is
by no means the best way of working for the company, nor for the employee
.
Especially if an employee gives up on many things and works with a sense of resignation, it is a great waste...

This is because, for the employee, not being able to fulfill the "work time" that takes up much of their life means wasting half of their life.
Originally, work time should be just as fulfilling as private time, which should lead to a richer life.
Giving that up voluntarily results in "giving up on one's own life time." I think that is a huge loss.

On the other hand, for the company, employees who work with high motivation can achieve better results and performance. Despite this, working with a sense of resignation prevents that person from utilizing their inherent potential. This is also a truly huge loss.

By the way, I think that quiet quitters arenot something anyone actively wishes to become.

Because the working environment is bad,
because they don't find the work attractive,
or because the company's systems or culture are not good,
they end up choosing that way of working—I think there are many such backgrounds.

In other words, as one cause,there is responsibility on the management side and the company side.

However, it is also wrong to blame everything on the company.

If they are trying to work from the beginning with the mindset of
"I will work with a sense of resignation"
"I have no intention of working for the company"
then that is the employee's responsibility.

However, as a manager, if you haven't created an environment where employees can speak their minds freely and work comfortably, it is also strange to conclude that
"employees have no motivation"
"they have low aptitude"
"young people these days are no good"
.
As a company, you should do the minimum you need to do. If you do that, I believe that employees who give up, resign themselves, and work out of necessity will naturally decrease.

So, this time, I would like to think aboutwhat managers should first be aware of and work on to avoid creating "quiet quitters".

1. Managers create "psychological safety"

The more a workplace allows employees to speak without being denied and with peace of mind, the more proactively they will act.
Conversely, in an environment where speaking up leads to criticism or suggestions being ignored, employees gradually fall silent, thinking "it's useless to say anything anyway," and eventually become quiet quitters.
What managers can do first is
to show an attitude of "thank you for telling me".

Even if an opinion is different from your own, accept it for now by saying, "I see, that's one way of thinking."
Make time to consciously listen to employees' "current feelings," "dissatisfaction," and "what they want to do" on a daily basis.
Such small accumulations will restore employees' trust and energy.

2. Convey the "meaning of work"

People are most motivated when they feel their work is useful to someone.
Conversely, if they think of it as "just a task," their hearts will quietly drift away.
What you can do as a manager is to devise ways for each employee to feel the "meaning of their work."
For example,

• share words of gratitude from customers

• convey how the company's services contribute to society

• regularly talk about "who would be in trouble if this work didn't exist"

When management speaks with passion, that sentiment is conveyed to employees, providing an opportunity for them to take pride in their work.

3. Make 'gratitude and recognition' a daily habit

I believe many quiet quitters harbor frustrations like 'I don't get recognized even when I work hard' or 'No one is watching.'
Humans are creatures who find motivation when they are recognized.
Management and supervisors should properly identify and voice their appreciation for employees' efforts and ingenuity.

'Thank you'
'That was a big help'
'It went well because of you'

These words are the greatest motivation.

Recognition is not money, but a 'reward of the heart.'
In companies where this reward is scarce, no matter how much you raise salaries, employees may not be able to burn with passion.

4. Provide 'opportunities for growth'

People become positive about their work when they feel they are growing.
Conversely, in a workplace where nothing changes and the same things are repeated, motivation gradually fades.
Even a small project is fine.
Tell them, 'I want to entrust this work to you.'
Try letting them challenge themselves with work they have never done before.
Even if they fail, do not blame them, but accept it as fuel for growth.
Such experiences should become the driving force that makes them feel, 'I can grow at this company.'

5. Cultivate a 'culture that values life'

The background to the emergence of quiet quitters also includes excessive labor and the sacrifice of private life.
By having management adopt a stance that respects the 'lives of employees,' employees' hearts will turn back toward the company.
Provide flexibility in how they work, hold events where families can participate, and support employees' hobbies and dreams.
By looking at aspects other than work, it is important that employees feel,'This company values me'.

6. Management's attitude creates the 'atmosphere of the workplace'

Whether or not quiet quitters emerge is greatly influenced by the attitude of management.
If there is a culture where management works brightly and positively and trusts employees to handle tasks, employees will naturally become energized.
Conversely, if management looks at employees with suspicion or repeats emotional instructions, employees will shrink and close their hearts.
The atmosphere of a company depends on the atmosphere of the top. I think it is no exaggeration to say that the atmosphere of the top creates the atmosphere of the company.

7. First, decide that 'management will change'

Of course, not everything can be solved by management alone.
There are also issues of awareness on the part of the workers.
However, it is still management that creates the direction and culture of the company.
Before blaming employees, try looking back once and asking,
'Am I creating an environment where employees can be motivated?'
I believe that attitude is the first step toward reducing quiet quitters.

In conclusion

'Quiet quitters' may actually be a sign that 'the company is quietly losing trust.'

Employees stop talking when management stops listening.
But conversely, if management listens and opens their hearts, the company will definitely change.

I believe management is the work of moving people's hearts.
Creating an environment where employees can work comfortably and positively is the greatest management strategy.
I believe that if management adopts a stance of 'trusting people,' quiet quitters will disappear, and the company will surely transform into an organization full of energy.

Also, if you are interested in building such a company, please feel free to consult with me at any time. I think I can be of some help.

I hope this is helpful.

☆★☆★☆★☆★☆★☆★☆★☆★☆

<Today's Gratitude>

Actually, I want to tell you face-to-face
but I am the type who cannot say it easily
so I will borrow this space to say a little...
===============================

The other day, I received some Malabar spinach
from an acquaintance at the gym.

What I received was from
a couple over 80 years old
who used to attend the same lesson as me
and whom I happened to start talking to.

Although they are elderly,
both of them are youthful
and they are a very wonderful couple.

For me, it feels just like
interacting with my own parents,
so when I talk to them,
I feel a great sense of nostalgia and closeness,
and my heart feels warm.


Recently, we haven't been in the same lesson,
so I haven't had many opportunities to see them,
but the other day, I happened to see them for the first time in a while
and had a chance to talk.

I have received Malabar spinach from them several times before,
and they remembered that,
and it seems they even waited specifically for the time I would arrive this time.

Moreover, because the quantity was large,
they even included small bags
so that I could give some to other people,
which was such a thoughtful gesture.

I am truly grateful,
and I felt humbled and strongly felt that I should follow their example.

It wasn't just about receiving something,
but I was very happy about all the other feelings
that came with it.


I am truly grateful in many ways.

Thank you very much!


The mother's lower back has been a bit unwell lately,
but I pray for her quick recovery.

Thank you for reading until the end.

May you have a wonderful day today as well!


◆ Encouraging words from readers are my greatest source of energy.
I look forward to hearing your thoughts and comments.
Please feel free to leave a comment.
info@feli-zes.biz

Felizes Management Support Office Jun Kanemoto