Join Maria and Michelle today as they dive deep into another buzzword that has taken the business world by storm - quiet firing. If you haven’t been living under a rock lately, you’ve probably heard about the two popular workplace buzzwords: quiet quitting and quiet firing. But what do these two newly coined terms refer to? Today, we’re going to hear what Maria and Michelle have to say about quiet firing and what managers can do about it before it’s too late.
In this episode of the RELTalk, they start off by explaining these two concepts and where they came from. Next, Michelle explains why quiet firing is actually a sign of weak leadership and passive aggression. Instead of neglecting employees, managers need to find the confidence to have open and honest conversations with them. Michelle goes on to share a few useful tips for leaders who are struggling with disengaged employees. She recommends honest conversation as the number one strategy for tackling quiet firing. Let’s normalize open communication and get rid of toxic workplace cultures once and for all.
The Finer Details of This Episode:
Quotes:
“The idea of quite quitting is when someone gives the bare minimum, like, ‘I could do this much without getting in trouble, and that's how much I'm going to do when I come to work every day.’”
“The idea behind quiet firing is when you, as the leader, want someone gone, but you are not willing or able to actually terminate them. So instead, you create work situations that are so bad in their mind that they quit themselves.”
“Cutting someone's hours versus having a conversation, again, makes you a coward; suck it up and do your job.”
“That's the reason that HR gets a bad rap from employees is because in larger HR corporate environments, what they see is HR constantly supporting a manager in the company and not there to support the employee. It always feels like they are skewed to believe the boss versus what they're hearing from the employee.”
“We make recommendations on the fact that we see the big picture, and we have that knowledge. We don't tell people what to do.”
“If people would just have a conversation with someone about their performance, we wouldn't all be jumping to termination or quiet firing.”
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