How managers can use “quiet exit” to retain talent


Setting realistic expectations while setting boundaries is critical to team success.
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The so-called “quiet exit” can be the first warning sign for managers that their employees are feeling burned out and about to be fired.

To keep good people on the team, leaders need to set realistic expectations and focus on the well-being of their employees.

Experts recommend talking to employees immediately if there are signs that they are withdrawing and showing less motivation.

The quiet quit trend is not quiet quitting. Rather, it means that employees are no longer constantly working overtime for their employer and are always available, but only doing what they are paid to do. What should go without saying is hot in the US right now, but increasingly so in this country.

Experts say managers should take the “silent termination” as a warning. And as a way to discourage employees from actually quitting. “It’s a sign that employees are protecting themselves from burnout.” In turn, employers should find tactics to engage and re-engage these employees,” said Natalie Baumgartner of employee engagement platform Achievers. “I hope the hype around silent termination will move the workplace for the better.”

Maria March.

Maria March.
Courtesy of Mary March.

Mary Marzec, researcher who leads the workplace culture initiative at digital health and wellness company Virgin Pulse, believes a turnaround is indeed possible. “When people really care about more sustainable work, more satisfaction in their family and personal life, and their well-being,” she says, “then you have a more balanced person who will be a more productive worker in the long run.” “.

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Of course, there can be negative consequences for the employer if employees strategically do only the bare minimum to perform their duties. But counselor Marie Roker-Jones believes it is also cause for celebration because it shows people are taking back control of their lives. “They choose not to sacrifice their health, their families and their well-being to keep the boss happy,” Roker-Jones said. – It’s a good thing for everyone.

So if leaders see quiet resignations on their team, don’t panic. Rather, they should see it as a sign that something needs to change and create healthier working conditions. That’s how it works.

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Promote well-being, raise realistic expectations

The post-pandemic return to the office is said to have contributed significantly to quiet resignation trends. As part of this development, Roker-Jones encourages employers to consider how their expectations can create a culture of peaceful resignation. “The real problem is the unrealistic, unreasonable and unsustainable expectation by some employers that employees will demonstrate their worth by working harder – even at the cost of their own health and well-being,” she said.

Marie Roker-Jones.

Marie Roker-Jones.
Courtesy of Marie Roker-Jones

According to Roker-Jones, it is the employer’s responsibility to create a culture where employees are encouraged to take care of themselves in order to do a good job. Some of the actions she has seen – and encourages – in the companies she works with:

  • Staff are encouraged not to send messages after hours
  • Deadlines should be based on real business needs, not arbitrary timing
  • We actively encourage employees to take vacations
  • A weekly “retreat period” is offered, during which employees have a longer…

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