By now, everyone has heard the buzz words "quiet quitting." But "quiet firing" is also making the rounds lately, and so is "quiet hiring." What do they mean, and why are they becoming such a big deal? Let's break it down in plain English.
Quiet quitting refers to employees who have basically checked out of going above and beyond at work but are still sticking around and doing the bare minimum not to get fired. Think of it as having one foot out the door mentally, even though physically, they're keeping that paycheck coming in. On the flip side, quiet firing is when a company wants an employee gone, but instead of outright terminating them, they'll make that person's life a living hell until they're forced to quit on their own. We're talking about things like stripping away all their meaningful work, leaving them off important meetings, denying promotions - sending an unmistakable signal that they're not wanted. This is one of the most toxic and soul-crushing actions. And I have to add, very cowardly. Then you've got quiet hiring happening, too. With so many people leaving their jobs in the Great Resignation, some employers are turning to temporary gig workers to fill roles on the down-low instead of hiring full-time employees. It's a way to get work done while keeping operations lean. This is where we see the gig economy start to make sense. But some equate this to crossing picket lines as many people are leaving jobs to make a statement about fair treatment practices and work-life balance. So, what's driving all this "quiet" workplace drama? Well, a lot of it comes down to issues around engagement, communication, and shifting attitudes towards employment. Quiet quitters are often burnt out, underpaid, or feeling undervalued. They've detached and settled into bare minimum mode. Instead of having those tough conversations or looking elsewhere, they quietly check out. And if you think that it's a planned "revenge" tactic, I will challenge that many of these scenarios are mental self-preservation or, in some cases, severe coping mechanisms. On the surface, it looks like defiance, but it really is quiet despair and desperation. Quiet firing is an ugly dynamic that screams of miscommunication and mismanagement. If employers gave clear feedback and opportunities to improve, a quiet firing often wouldn't be needed. This is where the right leadership skills, along with emotional intelligence, come into play. As for quiet hiring, it highlights how employers are getting savvy about staffing flexibility in a tight labor market. However, it can leave permanent staff feeling expendable too. At the end of the day, all these quiet behaviors are often symptoms of larger workplace cultural issues. They represent disconnects, a lack of open dialogue, and fears around addressing problems head-on. The antidote? Candid conversations, proactive expectation setting, coaching opportunities, and giving both employees and employers room to course-correct before quiet quitting/firing becomes seen as the only option. We are nothing without our workforce. It is only logical that we learn to engage and treat them with the respect that makes them feel valued and a part of the organization's growth. The question is, how much effort do we put into training our frontline managers to be compassionate, strong leaders? If they don't have those confidence-boosting skills, chances are, there was no one near to emulate. And what does that say about us as senior leadership? In an ideal world, quiet quitting employees would feel engaged enough to speak up, permanent hiring would be the norm when needed, and quiet firing would be replaced by ongoing performance management. Unfortunately, we're not quite there yet in many workplaces. These quiet trends persist because they often seem like the path of least resistance when more considerable changes are needed. But one thing is certain - the days of the quiet workplace revolution are here. So, it's time to elevate our voices and communicate. Otherwise, we'll all be stuck just quietly going through the motions.
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Several weeks ago, I lost someone very dear to me. She was my friend, supervisor, colleague, and sister in spirit. Her sudden and tragic death has impacted all areas of my life. I asked another coworker, “Why does this hurt so bad?” To which she replied, “Because she was family.” That statement not only gave me a valid answer but permitted me to grieve in the way I would a family member.
I think it’s essential that, as leaders, we understand how grief and loss affect our team and organization. It’s jarring, of course. But to some of your team, it is indeed the loss of a family member. Work families have become just as important as our blood relations in many cases. Whether you’re a small organization or the very largest of global companies, chances are the passing of a coworker is affecting someone more than you realize. How do we, as leaders, help them through this crisis? We know our HR rules; the coworker was not an immediate family member, so bereavement is often not an option. We still must come into work every day and see the empty desk/office or pass by the copier where you shared a much-needed laugh. And, if, like me, that person was also a large part of your personal life, you’re reminded at every turn, texts, jokes, memes, restaurant haunts….the list of triggers goes on. I think the survivor’s guilt is the worst part for me. She was one of the most amazing women I knew. So, how do we cope? And how, as leaders, do we help our most valuable resources begin to heal so they can find a new normal? Well, I found some tips I wanted to share. Acknowledge and Validate Emotions: In times of grief, it is essential to create an environment where employees feel safe expressing their emotions. Encourage open and non-judgmental conversations, allowing individuals to share their feelings without fear of reprimand. This validation of emotions helps in the healing process (Kubler-Ross & Kessler, 2005). Provide Professional Support: Consider offering access to mental health professionals, such as counselors or grief therapists. Grief support services can be crucial for individuals struggling with the loss, as they can provide guidance and coping strategies (American Psychological Association, 2020). Communicate Clearly and Compassionately: Effective communication is key in managing grief within the workplace. HR departments and leadership should provide clear and empathetic messages, including details about any memorial services or support resources available (Brock, 2016). Encourage Self-Care: Promote self-care practices, emphasizing the importance of physical and emotional well-being. Encourage employees to take breaks, seek social support, and engage in activities that provide comfort (American Psychological Association, 2020). Offer Flexible Work Arrangements: During times of grief, employees may struggle to maintain their regular work routines. Providing flexible work arrangements, such as reduced hours or remote work options, can help individuals balance their professional and personal needs (American Psychological Association, 2020). Create a Memorial or Tribute: Establishing a memorial or tribute to the deceased coworker can help colleagues process their grief and honor their memory. It provides a space for sharing stories and supporting one another in a collective grieving process (Brock, 2016). Support Team Cohesion: Team cohesion can help employees cope with the loss by creating a sense of belonging and shared experience. Encourage team members to support one another, offer assistance, and check in regularly to maintain a sense of community (American Psychological Association, 2020). None of these things will miraculously stop the pain or the grieving process. But they can help bring order back and give your team hope. Coping with the death of a coworker is a challenging and emotionally charged experience that requires a compassionate and structured response from the organizational leadership. The psychological best practices outlined here provide a foundation for creating a supportive and healing environment within the workplace. By acknowledging and validating emotions, providing professional support, and facilitating clear communication, organizations can help their employees navigate the grief process and ultimately foster a resilient and cohesive workforce. They say time heals all wounds. I would agree to an extent. But deep wounds still ache on rainy days. I wish my dear friend, Amanda, were still here. She would tell me everything will be ok….one day. Sources: Kubler-Ross, E., & Kessler, D. (2005). On Grief and Grieving: Finding the Meaning of Grief Through the Five Stages of Loss. Scribner. American Psychological Association. (2020). Grief and Loss: Coping with the Death of a Loved One. https://www.apa.org/helpcenter/grief Brock, D. (2016). Grief in the Workplace: Developing a Bereavement Policy for Your Organization. Business and Professional Ethics Journal, 35(3), 289-307. Many businesses struggle with understanding the most efficient inventory levels. Several factors determine how much inventory to carry of a product and the required levels may change dramatically throughout the fiscal year. The advantages and disadvantages of maintaining low inventory levels as opposed to high levels can be influenced by internal and external factors. These factors include everything from carrying costs to the locale and reliability of the supplier.
Lower Inventory Levels Advantages of maintaining low inventory levels are: manageability, low carrying costs, and minimal space constraints. Fewer quantities of inventory are easier to count and ensure no product is missing. Lower quantities require less of a carrying cost, which can save money for your organization. With fewer products, there’s also less need for space in which to display or store the quantities. This means your business can have a smaller retail space, which can save money on your mortgage or lease. Disadvantages of maintaining lower inventory levels are: potential customer service concerns, increased re-order costs, and more time spent managing the product levels. If your business runs out of the product because there was not enough on hand, you run the risk of losing customers, who may become frustrated with having to wait. Ordering in fewer quantities may also lead to increased fees because distributors may charge more for making smaller batches. You will also run the risk of spending more time trying to manage the fewer quantities, constantly counting and watching to determine if a re-order is needed, which takes time away from customer interactions. Higher Inventory Levels Advantages of maintaining high inventory levels are: customer satisfaction, less time worrying about ordering, and potential bulk order cost savings. Having larger quantities of inventory on hand means that customers will never feel the frustration of having to wait for the next shipment to arrive. Increased inventory also frees up time that would otherwise be spent constantly monitoring the stock levels to determine when to re-order. Most significantly, increased savings are realized when ordering large quantities, or ordering in bulk. Disadvantages of maintaining high inventory levels are: increased carrying costs, possible space constraints, and the risk of the product becoming obsolete before your business can sell through the units. Maintaining high inventory levels means increased carrying cost and the need for a larger storefront and/or storage space. Your business may have to pay high rental fees or pay a larger mortgage to maintain the space required to house the entire inventory. There is also the risk of the product becoming obsolete or having no further customer value. If a clothing store orders a large volume of the latest fashion trend, there’s a great risk that the clothing will become unfashionable before the store can sell through their inventory. This will leave the clothing store with obsolete product. The Big Picture There are several ways to determine the most efficient inventory levels for your business. Your responsibility as a business owner is to choose the best inventory management model based on researching the cost savings and liabilities associated with each model. The goal is to know how much inventory is required for optimal customer service, the right times to re-order, the right quantities to reorder, and how much savings can be gained within the ordering process. Get help for your business today! Visit DEWBusinessSolutions.com to learn more. The delicate balancing act of managing employee development and sustaining morale can be challenging to managers and entrepreneurs. Whether you’re just beginning your business and have less than ten employees, or you have over one hundred workers, understanding that immediately correcting undesired performance, while reinforcing positive actions with reward and recognition are important components to healthy company growth. Here are some key points to consider when recognizing good performance and addressing performance concerns:
Recognize good performance early and often. It is true that employees will remember criticism more often than numerous accolades. This is why it is important to give recognition for good performance as soon as it occurs and as often as it takes place. Immediate acknowledgement of a job well done adds value to the employee’s morale and motivates them to continue exemplary performance. Reward in public, but reprimand in private. Rewarding an employee for great performance in the midst of their peers reinforces positive behavior and boosts morale. It’s also an incentive for the other employees to improve their own levels of performance. While it’s beneficial to recognize exemplary performance publicly, the opposite is true for corrective action conversations. Managers should have private conversations with employees who are under performing; reprimanding a worker in front of other employees leads to low self-esteem, decreases overall morale, and serves to demotivate other workers. Rewards don’t always have to be monetary. Employee recognition can take many forms, often having very little to do with money. There’s no argument that monetary compensation for outstanding performance is appreciated, but many leaders would be surprised to know that employees can derive just as much satisfaction from public recognition, sincere thank you emails and cards, and other non-monetary rewards. A coupon for a free lunch, employee of the month parking, a wall of fame, and certificate awards are also ways that leaders can recognize a job well done. Have a uniform expectation of performance and reward accordingly. Reward and recognition should always be based on qualitative performance, never on personality. This can be a difficult task for leaders, as it is human nature to perceive that an employee is performing better than others because of their amiable personality. The truth is simple, if two employees are providing exemplary performance equally; both should be recognized, regardless of the manager’s personal preferences. The same concept applies to under performers; any unacceptable practice should be addressed and corrected equally and fairly, even if the manager “gets along” better with one employee vs. the other. Encourage peer to peer recognition. Great leaders know their employees are the backbone of the company’s success. However, recognition of great performance does not always have to come from the top. Allow employees to recognize each other’s good deeds and stellar performance. Maybe in your organization, the sales team would like to recognize the accounting team for their dedication and quick turnaround when deals are closed. Perhaps the entire workforce would like to recognize the maintenance team for keeping their offices and public spaces neat, clean, and organized. Encourage this behavior and reinforce peer to peer recognition when it is given. Enlisting these key practices will increase morale, empower employees, and make your company a great place to work! Get help for your business today! Visit DEWBusinessSolutions.com to learn more. Consumers’ expectations of customer service have evolved beyond the individual, in person conversations. Customers now expect the same level of service during all interactions, whether they’re purchasing in store or ordering on your website. Ease of use and instant gratification have become the key to drawing in customers and keeping them happy. Below are important steps you can take to improve your customer service, expand your market share, and keep your customers coming back for more!
Step One: A business owner must do the research, including marketing research and a Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis, to ensure you have a product or service that is in demand, and is able to contend with any competition. Step Two: Differentiate your business from the competition, either by targeting a niche market or offering a spin on a product or service that the competition cannot provide. This may be individualized service, knowledgeable recommendations, or specializing in an obscure product that is not carried by the competition, but desired by the targeted audience. Step Three: Once the patrons begin to show, it is critical to make a good impression and a long lasting connection with the customer. This can be achieved by truly getting to know the consumer as an individual, and providing service in a manner that makes them feel as if they are your only customer. Step Four: Assess your website frequently. Check to make sure your website is easy to navigate and user friendly. If you take orders online, have a transparent and easy ordering process. Send an acknowledgement to the customer thanking them for their order and providing an estimated time of delivery. Step Five: Always give the customer an incentive to come back. Whether it’s a loyalty program or a tailored follow up email informing the customer that new products have arrived, this personalized touch will win your customers over and gain their trust. In a world where customers are often pared down to their credit card number and expiration date, genuine quality customer service is rare. Delivering a unique and memorable experience will go far in capturing a loyal customer base. Get help for your business today! Visit DEWBusinessSolutions.com to learn more. Whether you run your own business, or are working your way up the ladder within your company, marketing your company’s brand or your skill sets have become more important than ever before. Both facets of marketing (entrepreneurial and individual in business), have specific nuances and challenges that can derail you if you don’t have a solid strategy in place.
Marketing Tips for the Entrepreneur Starting your own business is one of the most challenging undertakings, yet millions of people take that exhilarating leap each year. In an entrepreneurial setting, taking ideas and visions from concept to consumer comes with the potential for great success and huge risk. Some key points to remember as an entrepreneur:
Marketing Tips for the Individual When trying to climb the ladder of success, many of us fail to realize how marketing our strengths and skill sets can be just as effective as a company marketing their product or service. The days of being “tapped” or a “shoe in” for a promotion have all but dwindled away. With more skilled, educated, and experienced people looking for work, many resumes look the same on the surface, with everyone having the same credentials. Your goal is to stand out from the crowd and marketing yourself well can help you achieve that necessary differentiation. Some tips to remember:
Lastly, one of the most important things you can do to help boost your small business or career is networking. While some say this practice is disingenuous and cliché, networking (when orchestrated correctly) can give you the marketing boost you need, and at the same time provide connections that may prove to be beneficial in the future. Get help for your business today! Visit DEWBusinessSolutions.com to learn more. A business plan is an important part of any organization’s strategy for success. Your business plan will serve many purposes in starting your new venture, and if you have an existing company, a business plan can help you reassess the overall strategy of the organization. Creating a successful business plan involves stating your strategy, purpose, goals, and expected outcomes.
Your business plan will be a road map for the strategy you envision for your venture. This road map will guide you in assessing the feasibility of your company’s success and assist you in determining a strategy that will help you gain a foothold in your consumer market. The Small Business Chronicle provides information regarding the components of a successful business plan. The mission statement is a crucial component for your business plan. This statement should relay your vision and your company’s core beliefs. It is important to remember that your organization’s culture depends upon your ability to set the tone by sending a strong and consistent message regarding your business philosophy. All company stakeholders should work towards the same goals in order to achieve success. Your unwavering dedication to the mission statement you’ve created will galvanize and unify your employees, which will result in financial success and sustainable growth. You will also use the business plan to assess how much “seed money” or startup capital you will need to start your company. Creating your business plan will help you break down the initial startup costs and how much capital you will need to keep the organization running until the revenue stream becomes stronger. Lastly, potential investors will use your business plan to determine whether or not to invest capital in your venture. These decisions are often made by reviewing key components of your business plan, including the executive summary and the financial/forecasting segments, as well as the resumes of the executive team to determine if your company presents a sound investment. If you have an amazing idea for a company, be sure to have a strong business plan as your foundation. Entrepreneurs who start their venture with a sound business plan are statistically more successful than those who don’t. Get help for your business today! Visit DEWBusinessSolutions.com to learn more. |
AuthorDiana White has over 30 years in sales, retail, consumer psychology, and marketing experience as just a few of her skillsets. She established D.E.W. Business Solutions, LLC in 2014 to provide business consulting for small businesses. Archives
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