Tag Archives: quiet quitting

Toxic Workplace

Posted on by
1

The tragic death of a 26-year-old CA employee at the EY office in Pune has sparked a massive outrage on social media, forcing government authorities and the National Council for Women to investigate the matter. Unfortunately, the EY India Head’s immediate response reveals a hard-nosed mindset. ‘There is no doubt that each one has to work hard. EY employs 1,00,000 people. She was allotted work like any other employee. We don’t think that work pressure could have claimed her life.’

This cold, distant, unempathetic, transactional management style of managing human resources (which doesn’t sit well with Indian culture) can be traced back to Jack Welch- the celebrity CEO of the Iconic General Electric. He is the guy who reduced human resources to ‘Cost to Company.’  This much-feted Management guru boasted of massive lay-offs on prime TV. Cost-cutting became the buzzword. Just over two decades after his exit, GE is not the brand it was. Some of his devotees moved to Boeing and have virtually grounded the Company. The demise of the 158-year-old Lehmann Bros in 2008 was due to the extreme hustle culture fostered by the CEO. Numbers, Numbers, Numbers!!!  As I write this blog, the Sick Leaves at the Tesla German plants are at a staggering 17%. Mainly Monday Blues. Cautionary tales.

Two other real-life cases highlight the pervading toxicity at workplaces. A young cyber-security professional I knew with an IT major in Pune was brusquely summoned to the office despite having a high fever. The Boss wanted to meet the team. Nothing of substance was discussed. The same evening, the tests revealed Dengue, and he had to be hospitalized. He continued with the company for another year only because family commitments needed to be addressed. Now, he works as a head of cybersecurity for a global IT company in Seattle, USA. He is also a respected ethical hacker on the US Cyber Authorities panel.

In another scary case told to me by friends in another firm, a middle-aged VP of Marketing got a humiliating dressing down at a virtual meeting called by his boss with many of his team members also linked in. Otherwise, a consistent performer, he and his team missed the half-yearly targets. At night, he developed severe chest pain and was rushed to the hospital by his wife and neighbours: a sudden heart attack and 7 days in the ICU. Months later, when I met him, he had changed jobs but looked like a pale shadow of his former fit, smiling self.

So why do the Jack Welch dogmas enamour so many corporate honchos? The gruelling boot camp culture is designed for and compatible with the Armed and para-military forces. Where hierarchies are clearly defined, orders must be obeyed & followed. In the life-and-death situations of war and combat and terror strikes, such a system makes ample sense.

Through the lens of some in top management, the competitive marketplace is another battlefield. Profits, Market Share, and Brand Value are the holy trinity. The Board breathes down their necks. The corner cabin can become a lonely place and a little bit overwhelming. So, the pressure is downloaded down the line.

Reviews, Analysis, Plans and Targets are the recurrent themes. This is the easy option. There is no time or bandwidth for authentic leadership, effective communication, collaboration, team building and problem-solving. After all, they are employees and are paid well to do the hard work. Period. Even if, at times, employees sadly morph into human targets. Onboarding and orientation sessions are mandatory- but not well-designed, curated or managed. However, the management takeaway is that since the employees have undergone such training, there is no need for actual on-the-job mentorship and hand-holding.

A constant refrain is that team members on the frontline, new entrants or even some in the middle management are not taking Ownership of their roles and responsibilities. It’s also said that the younger generation is not up to the grind- for example, it does not want to take sales roles. But do the senior echelons reach out to them, converse and engage with them and most importantly, mentor them? The youngsters will show what they are capable of and rise to the occasion or fall short of expectations. Some of them are unaware of their work profile or what is expected from them. It’s possible that the younger generation values work-life balance. It’s also likely that some have not worked out their career paths. Yes, sincere, focused work is non-negotiable, and the shirkers & slackers ( Kaam Chor) will be shown the door. Employees will be expected to even punch above their weight. No free lunches! Zero tolerance for inappropriate behaviour and unethical conduct. The lines can be clearly drawn..However, it is imperative that senior school and especially college students be given regular doses of Resilience to help them navigate well in tough situations.

It’s disappointing that the number of hours logged seems to be the main criterion for judging performance or employee loyalty. 11–12-hour workdays and being the last to leave the office are like a badge of honour. Whether these hours have been productive in terms of quality or useful work is anyone’s guess. Responding to work emails and messages at midnight seems to demonstrate the employees’ level of commitment. Simply put, workaholism is a disease. It will take its toll.

Then, there is this growing breed of Quiet Quitters. Fed up with the pressure cooker atmosphere and fearing burn-out, this detached group works quietly under the radar, doing only as much as they have to.

We also have some corporate leaders rejoicing at the prospect of AI, BOTS, Robots, Apps, ChatGPT taking over human jobs and performing them much more efficiently and with no fuss. No frustration, no fatigue of managing the unpredictable Homo Sapiens.

As she/he climbs the corporate ladder, one assumes they will become more leaders and less managerial. But the fetish for micro-management and control continues. In some of the Companies, I am aware that even senior managers don’t have the autonomy to decide & discuss, work and deliver. The mantra for sound, sustainable and consistent business results is simple. A healthy work environment breeds higher productivity and focus. Collaboration fosters team spirit and synergy. For the Boss, the team down the line becomes the Ear to the Ground. Market Intelligence, Opportunities, Challenges, and Solutions are all channelled up to her/him for a considered decision. The happy dressing room culture Rahul Dravid and Rohit Sharma created speaks for itself. The pressure of representing India on the cricket field is immense. However, even after the heartbreak of losing the ODI WC final last year after a 10-match winning streak, the Men in Blue brought home the T20 WC earlier this year. Early days yet, but hopefully the Gambhir-Rohit combine will take The Men in Blue from strength to strength.

All Companies have a Vision and mission statement to encapsulate what they stand for. Typically, it is about protecting and enhancing the shareholder’s interests and profits, providing the best products or services to the customers, and being the preferred place to work for an employee. If quality attention is given to employee wellbeing, it will pay good dividends for both the shareholders and the customers.

The HR Vertical or Human Resources Department is a critical component of any corporation. The primary function of HR is good recruitment practices and fostering employee well-being and bonding. As part of the business strategy, HR can mobilise a trained, committed workforce for the C Suite to leverage and deliver the business results the Board desires. Sadly, in many companies, HR is taking a backseat and presumably does not want to rock the boat.HR becomes visible only through its usual calendar of activities on festivals and events.

I got intriguing feedback from a friend in an established placement firm that even senior professionals and CXOs are scrutinizing potential employers for toxic work cultures and are even turning down lucrative offers if they see red flags. The red flags are familiar but worth elaborating on: the command-and-control structure, lack of work autonomy, frequent changes in role and reporting, excessive office politics, and poor work-life balance.

The rising awareness of mental health issues and the importance of workplace wellbeing should resonate with corporate leaders & in the Boardrooms. The collateral damage is immense. An employee who logs in 10 hours of work daily is probably commuting to and from work for a few hours. A significant part of her/his life plays out at the Office. A frustrated employee is bound to unleash his/her angst at home with the family. Or seek refuge in alcohol, tobacco and even drugs. I remember a poignant moment when I visited the home of a friend whose job did not offer work-life boundaries. Indeed, he was busy on weekends also. His teenage son told me that his father had become a stranger. The Bosses in control should also take a moment to reflect that they, themselves, are also human beings and have other roles and responsibilities. They cannot switch on or off at will. The physical and mental scars will emerge- side effects of the relentless, controlling and even aloof style of leadership opted for.

Let me end on a positive note. His large team dreaded the COO of a corporate client of mine because of his ruthless approach. He was also known for publicly disrespecting even senior team members. He took a month’s break for Vipassana, Yoga and Meditation and returned as a refreshingly changed person.  His direct reports told me he had become more understanding and supportive. When I met him, he smiled and said he had discovered a better version of himself.

Some organisations and several leaders earnestly believe that leadership can be firm but fair- and they consistently perform well. They seem to be outliers, bucking a growing trend. In some large corporates, we find a strange mix of leadership styles, with some respected leaders having employees queuing up to work with them.

Hence, all that is required is for some influential CEOs and CXOs across industries to step up and say enough is enough. Let’s strive for the best possible and realistic balance that creates a Win-Win-Win for all the stakeholders. Leadership will be firm but fair. The pendulum will swing back nearer the middle. Leave the rest to the Ripple Effect phenomenon.

Quiet Quitting & Why It is Trending

Posted on by
4

The phenomenon of ‘Quiet Quitting’ has to be seen in the right perspective. The first, dismissive take was that an increasing number of the workforce is psychologically detached from their jobs and are doing the bare minimum. But in reality, ‘Quiet Quitting’ does not mean that people are spending a miserable 8 to 10 hours a day at the job. ‘It refers to quitting the idea of going above and beyond and no longer subscribing  to the hustle culture that work has to be your life.’ The 2-year global pandemic ‘was a pause on the constantly running treadmill.’

The Wuhan virus emerged from a lab leak in China. So does the Quiet Quitting Syndrome. There is a great similarity and link to recent trends amongst Chinese millennials such as ‘touching fish’ (mo yu) in which young people chat about how to pass time by drinking 8-10 glasses of water a day or dancing and exercising during breaks in the office. Such Tik Tok videos became the rage in a country where the ‘Factory to the World’ has many labour camps. Jack Ma, the tech billionaire, had publicly pushed for 12-14 hour work days. The founder of the e-commerce behemoth Ali Baba, who has now been side-lined by the Chinese Communist Party, has now toned down to say that tech advancements would help people work for fewer hours and live longer.

There is enough evidence to establish that this has become a global phenomenon. 50% of the US workforce have defined themselves as Quiet Quitters-doing what the job requires, no more and no less. Setting healthy work boundaries and not working outside routine job hours unless adequately compensated. No emailing after work hours, not responding to messages on the weekend and no off-the-clock meetings. In a sense, this acknowledges the global workforce burnout (52% per Gallup polls) and is being projected as the ultimate mantra for work-life balance. Sadly, India has the lowest well-being worldwide, a measly- 11%. (Gallup 2022 State of Global Workplace Report.).

Whilst Companies continue to talk about employee-centric initiatives to help fight burnout, disengagement and overwork, there is enough research to show that people are working way too much in today’s hyper-connected world. Most employees are fed up with a system that insists on taking their personal time without giving anything in return. So they are reclaiming their powers by just doing their job.

This unhealthy, silent battle is essentially rooted in ‘low conscious leadership’ which creates the Us vs Them dynamic. Organisation leaders are not accepting their crucial role in creating a burn-out culture which now pushes their team members to set the work hours boundaries. Such leaders, and unfortunately their numbers are growing, do not empathise with vulnerability, champion open dialogue, welcome diversity of perspective or ideas or encourage self-care or dignity in the workplace. In a way, quiet quitting is a misnomer for 2 words- ‘toxic culture. The participants are not doing anything radical. They are not sleeping at the wheel. They have just drawn the line- going about their business and performing their functions as required during their agreed-upon work timings.

Quiet Quitting is less about a lack of interest in work than about a Manager’s inability to build bonds. Where are the people who invest time in building one-to-one relations with their teams? Where are the leaders who ask themselves, ‘How best can I support my team members?  There are some but their breed is declining. This trend is putting the spotlight on a mechanical work culture where even the manager-employee relations have become transactional.  One of the big reasons for Quiet Quitting is the feeling of being underappreciated or even disrespected. To reverse this crisis, a supportive environment has to be created where the employees feel comfortable in voicing that they are deadbeat or that their bandwidth is exhausted; or in taking time off for personal wellness or family; having fun collaborating with colleagues and coming out with innovative solutions for their challenges.

To be an Advocate for the Greater Good, the Manager has to say ‘NO’ to projects and assignments which are beyond his team’s bandwidth. Mobilise more resources to be more efficient and productive instead of piling even more work on employees who are already sorely stretched. Proactive leaders may free some employee capacity by scrapping unproductive meetings; bringing some flexibility to Work from Home norms; by simplifying and streamlining processes. The leader has to become an example for the team for work-life integration. If she/he is addicted to sending emails during the night or calls during lunch break or reviews during weekends, it’s time to sit back and reset the boundaries.

There are, of course, downsides to this trending trend. There are corporate leaders and HR coaches who simply see it as symptoms of tardiness and laziness.  Some also suggest that such employees lack the motivation to ladder up or grow as professionals. They are also sarcastically compared to the chronic over-achievers in this all-pervasive all-on culture. Some of these Star-employees tend to be loud and morph into Yes-Men for the Boss. Some others manipulate and project themselves into the Boss’s good books. A co-worker who often stays late at the office or responds to e-mails on Sundays gets the attention & appreciation of the Senior Management. The attitudes and choices of these chosen ones quietly become the norm for the workforce. The flip side is that many figure out that there is no point in channelizing all energy into work where there is a lack of career growth opportunities as they have not signed into the hustle culture. If there is no suitable opportunity outside they settle down quietly under the radar.

Yes, every office and workspace has its share of underperformers and even troublemakers. If they do not mend their ways, they have to be shown the EXIT door. There are HR pundits who castigate the entire bunch of Quiet Quitters as people who are missing out on a chance to feel a real purpose in their lives. In polite lingo, they are branded as ‘Slackers’ or ‘Shirkers’. Many corporate honchos call them out as ‘lazy bums.’ The quiet response is that they are trying to locate their sense of purpose and identity outside their jobs- with family and friends, in hobbies and social work, through spirituality and meditation.

Quiet Quitters are at risk of losing their jobs and being passed over for promotions and salary hikes. But corporates regularly pass over deserving candidates for promotions and salary hikes. They also lay off hard-working people all the time because they have to ‘cut flab’ or because of factors like seniority, personal relationships, failed strategy or just to slash costs. Then, there are leaders who penalise and ignore employees in the hope that they leave off their own accord. This is called ‘Quiet Firing.’

The other real concern that psychologists point out is that emotional detachment at the workplace cannot be confined to the workplace alone. It spills over into the other areas of a person’s life. It permeates into home and family, friends and social life. It can lead to alcohol and drug excesses or even addiction. Well-meaning HR counsellors suggest taking a break, re-evaluating career options, upskilling and doing nothing which undermines the professional reputation or the individual resume.

Quiet Quitting has a big downside for the bosses, who have long relied on employees for extra-long work hours and doing work that is not accounted for in their salaries or job descriptions. Companies may be forced to hire more to achieve productivity goals or business targets rather than expecting current employees to put in 12-hour work days without appropriate rewards or compensations. Hence, there are likely to be massive downstream effects for corporates and industries across the spectrum. CEOs will have to mull over and decide whether they can rely on their existing teams to deliver during a downturn or whether they can afford to fire and replace seasoned quiet quitters in a tight labour market.

Interestingly, an AI start-up claims to offer a solution- analysing emails & slack messages to detect the level of engagement, burn-out and turnover risks amongst employees.

Corporates, Industrial houses, large firms and Institutions can only ignore ‘Quiet Quitting’ at their own peril. A more open-minded, engaged and grounded leadership can stem the flow of this malaise and can even turn the growing tide of employee disenchantment.