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If employees shrug, how can managers still inspire?

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Quiet resignation

In the news

•

Twilight of the ‘try hards’? So-called quiet quitting, or when employees do the bare minimum to get by, may be increasing in sectors that have previously had the most engaged workers, such as finance. A recent study of more than 9,000 employees found that fewer workers across industries report hard striving compared with last year. One of the biggest drops was among finance and insurance sector workers: 8% fewer say they are willing to give it their all at work this year compared with last. [Bloomberg]

•

Let’s get loud. Employers can make sure employees stay engaged in three ways, all of which hinge on clarity and communication. First, make clear what core job responsibilities actually are and what falls into the category of “above and beyond.” Second, determine what motivates each employee—for example, higher pay or more flexibility—and take steps to address these needs. Third, help employees go the extra mile in ways that dovetail with their interests and talents so that they can feel more satisfied while they’re performing additional labor. [HBR]

“Every manager needs to have conversations that help put on the table some of the social and emotional issues going on in the workplace and be able to coach somebody through them.”

On McKinsey.com

•

New term, old problem. Senior partner Bill Schaninger and partner Bryan Hancock have seen versions of quiet quitting, social loafing, or skating by on the performance of stronger team members in the work landscape for decades. What’s different today, they say, is that “a perfect storm” of the COVID-19 pandemic, working from home, and bosses not checking in as much has contributed to pervasive disengagement, exhaustion, and loneliness. Employers who want to minimize quitting, quiet quitting, and other expressions of malaise need to take action.

•

Ties that bind. Energizing workers to strive for top performance takes active management. Managers must understand each employee’s issues and appreciate the need to make human connections. Purpose is motivating—and McKinsey research shows this is even more true for younger workers. Managers should not shy away from giving honest feedback. Though they may fear that constructive criticism could lead to quitting, McKinsey research finds that avoiding tough feedback is demotivating for strong performers. See how leaders can better engage employees.

Inspire intensity

— Edited by Katy McLaughlin, senior editor, Southern California

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by "McKinsey On Point" <publishing@email.mckinsey.com> - 10:16 - 29 Nov 2022

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If employees shrug, how can managers still inspire?

Quiet resignation

In the news

“Every manager needs to have conversations that help put on the table some of the social and emotional issues going on in the workplace and be able to coach somebody through them.”

On McKinsey.com