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“It’s on [managers] to genuinely and authentically understand where people are coming from,” said Simone Ahuja, a Fortune 500 strategic consultant who focuses on fostering innovation. “One of the things [supporting] innovation is … radical prioritization by employees and managers and leaders.”
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Or maybe someone is choosing to give a little more priority to their life outside of work than they used to or than “hustle culture” tolerates.
But at the same time, Ahuja noted, an employee may not want to be defined entirely by their job. After all, the pandemic and a series of other ongoing crises in the world have reminded everyone just how fragile life is and have forced them to seriously reconsider what they want out of it.
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In any case,assume nothing about anyone until you find out more. “Assumptions always lead us astray,” Ahuja said.
Getting buy-in from your employees on how best to achieve their team’s and their personal goals while also allowing everyone space for their lives outside of work can go a long way toward boosting retention.
“Have a genuine inquiry – people feel cared about when they’re invited in to a co-design process,” Ahuja said. “Ultimately, we all want to be in a sandbox that’s fun to play in.”
But figuring out how to make it all work for everyone involves a lot of open communication. For instance, don’t ask if or assert that someone is quiet quitting. “It has a negative connotation for very valid feelings,” Herd said.
Instead, she suggested, find out how they’ve been doing, how they feel about their workload, and whether they’re able to balance it with everything else they have going on.
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It’s also always a great idea to publicly recognize a job well done. Just don’t limit the praise to employees who put in long hours to complete a project – which, sure, will be required at times in any workplace. Do the same for employees whose work is consistently excellent and completed within the normal hours of work. And hold that up as a good example for others to follow.
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