December 2022 | BUSINESS FLEET AFRICA
WWW.BUSINESSFLEETAFRICA.CO.ZA
effective, inspirational leadership can
prevent the disastrous consequences of
quiet quitting.
Sins to be avoided
Autocratic, egotistical leaders who rule
by fear and do not care about their
people as well as leaders who use power
and authority to intimidate and threaten
or who think they can demand respect,
not earn it, who refuse to empower but
who manipulate and focus on their own
selfish agendas. Leaders who know it all
and hardly ever listen. Leaders who steal
the credit and do not reward fairly, lead-
ers who hardly ever show appreciation
or empathy. Leaders who hide behind
closed doors and are inaccessible and
invisible and who only make promises
but hardly ever deliver.
What leaders need to do
to avoid quiet quitting
Put on the horizon an inspirational
vision which will unify and inspire. Paint
a picture of the future you want to
create. It must be vivid and compelling.
Communicate, communicate, communi-
cate with passion.
Develop a common purpose which
will focus attention and determine
priorities. Purpose provides meaning.
Inculcate shared values which will
act as the glue which will keep people
together and which will create a sense of
belonging.
Create a culture that has roots and
wings. It should be anchored in timeless
principles like integrity, justice, fairness
and consistency. Yet it should encourage
initiative, innovation and creativity.
Integrate strategy and personal
accountability. An employee’s commit-
ment to strategy and conviction that
their personal contribution will make a
significant difference, will turbocharge
their performance.
Transform the world of work. Make
it a place where people feel respected,
trusted and empowered. Make it a place
where their God-given potential is being
realised, where their personal objectives
align with corporate objectives. Make it
a place where humanity flourishes and
where productivity, performance and
results follow.
The aforementioned strategy will
strengthen the relationship between
yourself and your employees and you
will increase your team members’
psychological investment into your
organisation so that they will be
motivated to produce extra-ordinary
results.
Preventing quiet quitting
Global research in the wake of COVID-19
clearly indicated that the three most
powerful things leaders can do to count-
er quiet quitting are the following;
Never underestimate the power of
your personal example. Are you authen-
tic? Do you have a sense of purpose?
Do you have hope for the future? Do
you radiate energy and optimism? Are
you displaying confidence, courage and
perseverance? Are your plans working?
Do you care about your people? Are you
prepared to serve them?
Do you have empathy for your
people? Are you sensitive to their needs?
Do you listen with attention? Do you
convert empathy into action? Are your
policies and processes strict, rigid and
pedantic or does the policy environment
cater for an approach underpinned by
empathy caring and understanding?
Do you appreciate what your team
members are doing for the organisation?
How often do you acknowledge special
effort, sacrifice and extra-ordinary com-
mitment? A simple thank you can turn
exhaustion into energy. Celebrate often.
Give recognition. Always remember the
disproportionate impact of small things.
Lead from the heart, it is the fountain of
leadership. BFA