This transcript excerpt captures a conversation on preventing 'quiet quitting' by cultivating personal connections between leaders and team members. Speakers emphasize that whether remote or in-person, leaders must create safe spaces for employees to share life circumstances and take time at the start of meetings to connect personally, which strengthens culture and retention.
Chapters
One of the things that I see with the whole quiet quitting phenomenon is I feel like organizations don't have a good pulse on who their people are, like, what they're doing, what's happening in their lives. Right. For me, a lot of our team are willing to seek our advice and talk to us about things that are happening in their lives because we've made it a safe space. Right. You have to be able to do that and people will open up with you and you can lead them differently and they're not going to drop out on you. I think it is important as a leader to make that space.
Yeah, absolutely. And I hear people say, oh, well, we can't connect with each other remotely because, you know, you missed that water cooler time or, you know, those hallway conversations. And sure, that's true, but my company has always been virtual, so we started in 2007. We've always been virtual and we've always had a really strong culture. It's just. You're just managing differently or you're taking the time at the beginning of a conversation to connect. How are you? How was your weekend? The same thing that you would say while you're getting coffee if you were in the office, you say at the beginning of a meeting. Right. And you just make the time and space to connect with them personally, and it makes all the difference. And it doesn't matter whether you're in person or virtual. Last year had team members that I'd never even met before in person, and we had just as close of a connection as the people that are here locally.