Latest news with #QuietQuitting
The National
2 days ago
- Business
- The National
You can't force workplace change – but you can inspire it
Change fatigue is the defining challenge of the post-pandemic workplace. Employees have faced a non-stop carousel of directives: 'Work from home. Return to the office. Go hybrid. No, back to five days. Use Zoom – no, Teams.' In response, many companies are defaulting to the old playbook – not because it works, but because it's familiar. Employees around the world are exhausted by constant shifts – and they're showing signs of resistance. According to Gartner, the average employee went through 10 major workplace changes in 2022 – up from just two in 2016. No wonder burnout and disengagement are rising. Between 'Quiet Quitting' and 'Bare Minimum Mondays', a deep sense of disengagement has taken hold – just as organisations need agility most. And it's not just policies or preferences that are shifting – it's the tools of work itself. AI is no longer emerging; it's embedded. From intelligent recruiters and automated onboarding to generative design and real-time feedback systems, AI is rapidly transforming what jobs look like and how people perform them. It's not an add-on. It's foundational. That's because workplace transformation, whether welcomed or not, can no longer be avoided. AI recruiters, decentralised working environments and virtual offices are just a few examples. Think XR training, gamified workdays or even AI-driven wellness. These aren't experiments – they're now the new normal as we know it. These are just a few of the trends that the future foresight team I lead identified in the recently published Emerging Trends Report in Talent Management (2024 to 2040), which was compiled following extensive research by the Department of Government Enablement – Abu Dhabi. To make change stick, organisations need more than memos – they need emotional buy-in. That means showing, not just telling. Be candid about challenges. Share real feedback. Show employees how their work connects to what matters, why it's imperative for survival or why it benefits both them and the company. I'd argue that work should trigger an emotional response. It should feel relevant and real. It's not about more dashboards and KPIs. It's about having purpose and meaning. Take Lego, for example. After competitors such as Tamagotchi, PlayStation and Game Boy dominated the market in the 1990s, the toymaker faced near-bankruptcy. Reducing costs and improving margins were initial priorities for their chief executive. But they were only one part of the turnaround story. It rebuilt its reputation brick by brick by rolling out the now-famed 'Ideas' platform, which crowdsourced design suggestions from fans. Its creative teams – reeling from layoffs – were handed real customer ideas and challenged to bring them to life, not just to innovate, but to help save the company. Within a decade, Lego went from near collapse to being named the world's most powerful brand. By 'showing' employees what customers wanted, Lego provided a tangible example of how change could benefit its entire operation. This was complemented with logical reasoning and open invitations for staff to provide feedback and input, successfully instilling a more inclusive mindset instead of a 'do as we say' approach. Another example can be found in Timpson, a family-run retail chain in the UK. In the late 1990s, chairman John Timpson sought to fend off an aggressive takeover plot by, and in his own words, doubling down on what made them unique: their people. The shoe repair and key-cutting store adopted an 'upside-down management' style. Timpson flipped its organisational chart, putting frontline workers at the top – with management serving to support them, not command them. They don't tell staff what to do, he said, they empower them to make decisions and support their journey. At the summit sit the thousands of customer-facing employees, who are given full autonomy of running each retail outlet with only two rules: they must present themselves and the shop properly and they must 'get money in the till'. They can set their own prices and opening hours, try new services and products, and they can resolve problems as they see fit. Why does it matter? During a spot visit at one store in 2003, Mr Timpson and his son James found one staff member doing something he thought he shouldn't be. When the pair asked what he was doing behind the till, the staff member, slightly embarrassed, apologised and admitted he was fixing the watch of a paying customer. However, instead of challenging him, giving him a warning or worse, they agreed it aligned with their only two rules and sent the employee on a watch repair course. Rather than punishing him, they trained him. That one action eventually became Timpson's most profitable service offering in its stores. Companies must nurture a culture of lifelong learning, equipping employees with the skills and tools to adapt or break out of a stagnant routine Employees will respond to change differently – some resist, some embrace it, but most wait and see. The key is to win over the persuadables. Positive communicators are powerful, and they can influence their colleagues in much more effective ways than a team leader or boss. Build trust by involving employees early. Share the challenge, ask for input and act on it. Spell out the problem the company is facing – costs, staffing resources, communication inefficiencies, newer and cheaper technologies, face time with clients – and invite employees to address the issues and provide solutions themselves. This isn't a token gesture – it's a shift rooted in shared ownership. And when those solutions are identified and agreed upon, we should all expect adoption and implementation to take time – expecting instant results is unrealistic. At Lego and Timpson, progress came year by year through trust and trial. Take change step by step. That's how confidence grows – not from pressure, but from progress. Along the way, companies must nurture a culture of lifelong learning, pushing employees to venture beyond their comfort zones and equipping them with the skills and tools to adapt or break out of a stagnant routine. Most importantly, they help them to prepare for what's next. Because the next wave of transformation is already here: AI is reshaping how we operate, collaborate and deliver value. When used thoughtfully, these technologies don't need to pose a threat – they don't replace people, they amplify their potential. I'll leave you with a closing thought: the question isn't if change happens. It's how we lead through it. Lead with trust. Lead with purpose. Connect through meaning. That's how real change takes root.
Forbes
27-04-2025
- Health
- Forbes
Happiness At Work Is Overrated: Why Happy Employees Aren't The Goal
Just as the weather changes, seasons shift, and the stock market fluctuates, happiness is similarly volatile for the typical person. Pursuing happiness isn't just a personal quest anymore. It's also become a common corporate talking point. "Happy employees" is a well-intentioned goal, but often a misguided leadership, well-being, and talent strategy. Happiness at work is frequently mistaken for engagement. Yet, while they share similarities, they are distinct. Confusing the two can leave organizations and individuals alike feeling disappointed. The American Psychological Association (APA) defines happiness as "an emotion of joy, gladness, satisfaction, and well-being." In simpler terms, happiness is fleeting. It's a short-term emotion, not a long-term foundation. Many companies offer perks and financial incentives to boost short-term moods. These initiatives may create momentary spikes in satisfaction, but they don't build a strong, sustainable workplace culture. True happiness at work is born from culture, not surface-level perks. There's no question that happiness is vital for people's well-being. In the workplace, it can lead to higher productivity, improved talent retention, and better mental health. But here's the paradox: pursuing happiness often makes people more unhappy. Research published in Emotion found that "valuing happiness could be self-defeating because the more people value happiness, the more likely they will feel disappointed." Happiness is intangible. It's not a measurable target like quarterly revenue, miles run, or weight loss. When organizations fixate on happiness as a goal, they set themselves up for inevitable disappointment. When challenges arise, as they always do, employees may question their capabilities or the organization's leadership, ultimately fueling feelings of burnout, disengagement, and dissatisfaction. Worse yet, overemphasizing happiness can create a performative culture where employees feel pressured to fake positive emotions. Research published in the British Medical Journal found that faking happiness at work increased stress levels and was associated with greater risks of depression and various cardiovascular issues. The desire for satisfied employees is commendable. Every CEO and high-level leader should care about the well-being of their people. However, the way many organizations chase happiness is imbalanced and unsustainable. Happiness at work is the byproduct of something deeper. Happiness at work can't be bought. It must be cultivated, starting with building a culture of fulfillment and meaning. Think of fulfillment as the experience of growth, mastery, and contribution. Think of meaning as the belief that your work matters beyond yourself. Movements like the Great Resignation and Quiet Quitting weren't driven solely by financial factors. They were also responses to a lack of purpose and connection at work. Research shows that meaningful work improves mental health, resilience, engagement, and overall performance. Here's how leaders can start building cultures rooted in fulfillment and meaning: Growth doesn't happen in comfort. In sports, nobody remembers the games that teams won easily. They remember the hard-fought victories against tough opponents that required every ounce of effort. In marathons, it's not the 26.2 miles themselves that matter most. It's the transformation needed to cross the finish line. The same principle applies at work. Challenging your people may create short-term discomfort, but overcoming obstacles creates lasting fulfillment and impact. Employees become more resilient and engaged when pushed to grow, not shielded and coddled from struggle. Raise your standards and set higher expectations. Your team will rise to meet them. Investing in your people isn't just about compensation. It's about growth. In areas like artificial intelligence, leadership development, and career advancement, providing skill-building opportunities signals that you see your employees as long-term assets, not short-term expenses. Too often, organizations invest heavily in technology and infrastructure but neglect the development of those who use them. Shifting even a portion of that investment toward human development delivers a far greater payoff over time. After all, technology doesn't innovate—people do. Recognition fuels meaning and fulfillment. Invite your employees to co-create initiatives, from wellness programs to cultural improvements. Acknowledge their contributions authentically and consistently. Too many employees feel invisible, like easily replaceable parts rather than valued pieces. According to a Gallup analysis, under recognized employees are twice as likely to say they'll leave their organization within a year. Recognition doesn't have to be complicated: honest, specific, and individualized acknowledgment is what matters most. Recognition from leadership carries exceptional weight. The same Gallup analysis found that acknowledgment from an employee's direct manager or the CEO is among the most powerful retention drivers. Even a simple, handwritten note, as Chevron CEO Mike Wirth frequently does for team members, can impact loyalty and morale. For CEOs and senior leaders, the temptation can be high to manufacture happiness. But happiness isn't something you can orchestrate from the top down. Your role is to create an environment where people can maximize their potential, contribute meaningfully, and grow. When that happens, happy employees follow—naturally and authentically. Happiness isn't given. It's built. As Viktor E. Frankl wrote in Man's Search for Meaning, 'It is the very pursuit of happiness that thwarts happiness.' Focus on building fulfillment and meaning. Happiness will take care of itself.
