BY CATHY SMITH
T
he defining leadership challenge of 2023 will be navigating the silent war brewing between employers and employees. “What war?”, you may ask. Perhaps it is easier to explain it as a series of battles happening on many work fronts.
The US and other developed markets are facing a challenge that has been dubbed “the great resignation”. Post pandemic, many people are taking stock of their lives and realizing that in the relentless pursuit of career success, they have lost perspective on what really matters. Hours spent behind laptops and steering wheels on long travels, for example, have required sacrifices in other areas of their lives – think of family, friends, fitness, hobbies, and happiness.
The forced pause in the frenetic day to day activity created by the lockdowns gave people time to reflect and see a different possibility for their lives. This, combined with a reality check on their own mortality, led many people to say: “it’s not worth it”. After all, a missed school prize-giving ceremony, or a significant birthday too busy to celebrate, are moments that can not be recaptured.
Throwing caution to the wind, a majority have resigned from seemingly good jobs in the pursuit of something more meaningful, leaving employers with a void they are finding difficult to fill.
In Africa, I believe the situation is different, driven mainly by enormous unemployment rates and a significant slowdown in economic growth. While people may have shared the same reflections as their counterparts in the developed world, they simply do not have the luxury of throwing caution to the wind. A sense of security is keeping them anchored in their jobs. However, the work flexibility forced by the lockdowns, has set a new expectation amongst employees – one that is not easily reversible.
I view this as the silent war, or ‘quiet quitting’. In many respects it is a more dangerous foe – stealthy and destructive. Employees, many exhausted by the long-term effects of the pandemic and often having given more than double the time commitment to their demanding jobs, are also saying: “it’s not worth it”. However, they are voicing this sentiment more subtly – in the reluctance to come back to the office even part time, and in the reluctance to take on more responsibility than defined by their job scope.
So, “quiet quitters” are plodding through their day jobs and, by and large, delivering on expectations, but are disengaged and disconnected from the organization and its shared purpose. At first glance, the trend may appear relatively harmless, but the long-term effects are disastrous for both organizations and employees.
One of the hallmarks of highly competitive businesses is the dedication of employees to perform their tasks and go above and beyond by meeting additional demands and driving innovation. Companies with a strong workplace culture rely on employees to step up when needed and bring projects to a successful close. This drives competitiveness and growth. It is also a two-way street with employees having opportunities to shine, take on stretch assignments, learn and grow, and eventually build social capital within the organization.
The only way to successfully navigate through the new normal, and find a win-win solution, leaders should acknowledge that there is no blueprint for success. The answers lie somewhere between the very real needs of employers and the equally real desires of employees.
Success in 2023 and beyond will rely on leaders who encourage open dialogue, build trust, collaborate and are willing to fail fast and try again. The successful new world of work will be co-created by employers and employees. It will be one that balances productivity and innovation with enabling employees to thrive in all facets of their lives.
