About News Stop Quiet Quitters From Sabotaging Your Company Nov 09, 2022 Stop Quiet Quitters From Sabotaging Your Company The pandemic led many employees to leave their job and blaze a new career path. But don't assume those who stuck around are working hard. Employees who remain are not necessarily your star performers. Some remain in place by default, showing little or no inclination to work hard. They're known as quiet quitters. Meeting a low bar — showing up, doing the least amount of work to get by — causes a ripple effect. Others lower their standards, and mediocrity spreads. Ideally, you'd light a fire under these underperformers. But in this tight labor market, you may hesitate to come down too hard for fear of driving them away. Still, you don't want to accept a status quo in which your workforce cares more about not making waves than pulling together to excel. To stop quiet quitters from coasting along, early detection helps. How can you spot someone who's lapsing into lethargy? Establish A Baseline To Spot Quiet Quitters Take stock of each individual's long-standing performance and work habits. Then note any deviations from the norm. "To the extent the baseline is changing, that's something to look for," said Jim Detert, author of "Choosing Courage." If an employee routinely volunteered to do extra assignments or mentor new hires — and now retreats from such activities — that's a red flag. Read Story on Investor's Business Daily James R. Detert Jim Detert is the John L. Colley Professor of Business Administration in the Leadership and Organizational Behavior area at the Darden Graduate School of Business Administration and professor of business administration and public policy at the Frank Batten School of Leadership and Public Policy at the University of Virginia. Detert's research focuses on workplace courage, ethical decision-making and behavior, improvement-oriented voice (why people speak up or stay silent at work) and other leadership-related topics. Read full bio Related Content James R. Detert Q&A: How Changing the Connotation of ‘Quiet Quitting’ Can Benefit the Workplace News Speaking with UVA Today, Batten School professor Jim Detert shared why "calibrated contributing" may be a better term than "quiet quitting". Quiet quitting and the great resignation have a common cause – dissatisfied workers feel they can’t speak up in the workplace News James Detert, Professor of Business Administration and faculty affiliate of the Batten School, explains "organizational silence" in an article for The Conversation. Workers stand up against inappropriate behavior roughly one-third of the time. There are four common fears that keep people from speaking up. Stay Up To Date with the Latest Batten News and Events Subscribe
James R. Detert Jim Detert is the John L. Colley Professor of Business Administration in the Leadership and Organizational Behavior area at the Darden Graduate School of Business Administration and professor of business administration and public policy at the Frank Batten School of Leadership and Public Policy at the University of Virginia. Detert's research focuses on workplace courage, ethical decision-making and behavior, improvement-oriented voice (why people speak up or stay silent at work) and other leadership-related topics. Read full bio
Q&A: How Changing the Connotation of ‘Quiet Quitting’ Can Benefit the Workplace News Speaking with UVA Today, Batten School professor Jim Detert shared why "calibrated contributing" may be a better term than "quiet quitting".
Quiet quitting and the great resignation have a common cause – dissatisfied workers feel they can’t speak up in the workplace News James Detert, Professor of Business Administration and faculty affiliate of the Batten School, explains "organizational silence" in an article for The Conversation. Workers stand up against inappropriate behavior roughly one-third of the time. There are four common fears that keep people from speaking up.