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Oct 20, 2022

To have a successful team and a growing organization, your team has to be moving.  In fact, you need every employee moving in one of three directions - moving forward, moving up, or moving on.

As we all consider the impact of post-pandemic mindsets, movement is necessary.  We no longer have the luxury of operating as status quo…because there is no status quo! We can’t waste time, effort, or resources fighting quiet quitting or engaging in quiet firing. 

In short form, quiet quitting is more so about having balance and boundaries, it is not a clarion call to embracing laziness.  If you respect work-life boundaries, have realistic expectations, hold everyone equally accountable, and value employees there is no fight with quiet quitting.  Quiet firing on the other hand is something that leaders have to avoid.  Quiet firing is what happens when someone is blacklisted, ignored, or given up on while they are still on the job. Leaders that engage in this practice are creating unintended ripples in the organization. This type of leadership allows people that are detrimental to the organization to continue in their roles without reasonable accountability and thus sends the message to onlookers that this lack of performance will be tolerated.  It devalues (and sometimes overburdens) those that are working hard. So, what does a leader do?

You move the team forward, up or on.  Moving forward requires that team members are effectively contributing to the ongoing success of the organization.  They show up, they do their job, and they go home. At this stage, you are supporting and developing your team.  The processes that you have in place are effective and efficient.

Moving up is for the team member that has demonstrated the competence and commitment for a promotion. They work hard, they work well, and are respected by others. At this stage, you are inspiring and empowering your team.  The processes that you have in place are working for you but need to be innovative enough to position you for elevated success.

Moving on is both individual and team focused, it requires a separation from people or practices that no longer serve the organization well.  Perhaps it’s an end to outdated systems or inefficient processes.  It may also require saying goodbye to positions or individuals that are no longer contributing to the greater good.

As we are approaching the end of the calendar year, I encourage you to take a moment and evaluate your work environment.  Classify the people and processes that are in your sphere of influence and determine what next steps are needed to help you, your team, and your organization reach established goals.

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