Written by: Bronwen Sciortino, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
The ‘quiet’ revolution seems to be a sign of the times. ‘Quiet quitting’ hit the airwaves and became a buzzword overnight not that long ago, but it seems it’s not the only ‘quiet’ trend on the rise. Now, we’re starting to hear about ‘quiet firing’ as well. Some would say that it’s been going on for a while and has simply had a “rebrand”, but it suddenly seems to be more prevalent than before.
Basically, quiet firing involves a manager losing faith in the ability of an individual or a team of individuals, and instead of working with them to problem solve, they simply turn their back, give them no time or energy and hope that they will de-select themselves from the organisation.
In some extreme cases, the manager engages in active gaslighting, white-anting or ‘icing out’ behaviours to make the employee so uncomfortable that they can’t stand to work for them anymore.
Why do managers engage in quiet firing?
If asked, most people would likely say that they applaud employees for quiet quitting; after all, they’ve been worked to the bone, pulled from pillar to post (and back again) and let’s face it, they’re exhausted. They deserve a break, and if their organisation isn’t going to value them, then they should be able to quiet quit and get away with it.
The general consensus when it comes to the managers’ quiet firing trend is that they’re weak leaders who can’t be bothered to do anything for anyone other than themselves. In most circles, they’d be described as lazy bastards who only look after their favourites.
But is this really true?
Inherently, most people aren’t maliciously minded. But that can be forgotten in the heat of the moment.
There are many unconscious beliefs that are programmed into us from a very young age. One of those beliefs is that people in management positions are higher on the totem pole than us. Inadvertently, this means that we tend to believe that they must be better than us. The further up the pole they go, the more we expect of them.
Despite these expectations, reality is very different.
We’re a melting pot of different people with different makeups of IQ (Intelligence Quotient, which measures your ability to solve problems, use logic and grasp or communicate complex ideas) and EQ (Emotional Quotient, which tests your ability to recognise emotion in yourself and others, and to use that awareness to guide your decisions).
Importantly, though, I think we forget that EVERYONE is exhausted right now. And EVERYTHING is much harder when we’re tired.
So, we’re seeing a situation where employees are exhausted – so they’re quietly quitting. And, their managers are also exhausted – so they’re quietly firing. Often, both of these things occur without conscious decision; it happens because it’s the easiest way to get through a really tough situation.
If it’s unconscious, it’s not really bad … is it?
Perhaps the biggest issue here is that we feel we must classify the situation as good or bad.
What if it’s neither?
What if, instead, it’s a moment in time where we can get a bit of clarity from another perspective and we can all give each other a break?
It’s tougher right now, no question.
Maybe it’s time to do things in a different way so that we can all move forward and make changes for the good of everyone.
It all starts with a simple, authentic – that is, genuine – conversation.
Employees: have an authentic chat to your manager. Managers: have an authentic chat to your team members.
Ask questions about: what’s happening? What it’s like from the other person’s perspective? What goals can you set as a team that will help to move everyone forward?
Acknowledge where you’re starting from. If that’s exhausted, then that’s OK. What’s the first step you will all take to move from that starting point towards being energised?
Drop the assumptions.
The core of the quiet quitting and quiet firing movements is this: they’re driven by assumptions. As an alternative, perhaps we could make the fundamental assumption that everyone is doing the best they can right now. Maybe that will change the way we look at what everyone is doing.
If you want some help with ways to start thinking about moving forwards differently, then dive into my free email series which you can get by clicking here. It’s full of seven of my favourite steps to overcome overwhelm, reduce stress, take back control and keep things super simple.
Bronwen Sciortino is a Simplicity Expert, an internationally renowned author, and a professional speaker, and you can follow her on her website, Facebook, Instagram, or LinkedIn. Read more from Bronwen!
Bronwen Sciortino, Executive Contributor Brainz Magazine
Bronwen Sciortino is an International Author and Simplicity Expert who spent almost two decades as an award-winning executive before experiencing a life changing event that forced her to stop and ask the question ‘What if there’s a better way to live?’
Embarking on a journey to answer this question, Bronwen developed a whole new way of living – one that teaches you to challenge the status quo and include the power of questions in everyday life.
Gaining international critical acclaim and 5-star awards for her books and online programs, Bronwen spends every day teaching people that there is an easy, practical and simple pathway to creating a healthy, happy AND highly successful life.
Sourced globally for media comment as an expert and working with corporate programs, conference platforms, retreats, professional mentoring and in the online environment, Bronwen teaches people how easy it is to live life very differently.
