Thank you for letting me know 🙏

Thank you for your comment Maddi, I agree with you that employees should be rewarded if they go significantly above their job requirements and pay grades. The challenge I think many managers face is that they have to bring absolute clarity to describing what they want to be done - and address issues when priorities need to be made so that it is clear to both that the person is being asked to go above and beyond rather than doing their job. From my experience that does not always happen, hence the tips I share in the video.

I agree with you, Vlad; there are systemic issues in the world of work, which means I can understand why people may be actively looking for a new job and frustrated by the status quo. This video is to help managers control what they can control in this "new reality". Good managers can lead teams better, even if people only stay for a while. They can motivate, train, and engage their teams more effectively, advocate for the challenges their teams face, and then, when they get into a position of true power, they can lead with a greater sense of fairness and vision for what can be. The starting point for me is better leadership from all managers; many have never been trained in the skills of leadership, and I am trying to help with that. Thank you for taking the time to comment; I appreciate it.

@@helenbryant Sorry to bother you. I understand your point. I just see how company where I work handles quiet quitting. Completely different approach. We have twice more people than we need to do the job. It is accepted that half of them will go. It is accepted that they don't care. And this model works really good, at least bottom line is good. New reality.

@@vlado3304@vlado3304 I can see your concern; this approach does not seem very sustainable and seems to devalue people as mere resources. I suppose the question is, was this a deliberate plan, or is it the law of unintended consequences? If this is the model that the organisation wanted and it works as you say for the bottom line, it's challenging to change, all be it sad that people are seen as so expendable. If they have arrived there due to other decisions and a failure to address the underlying reasons it happens, that is different. Mass hiring, training people to get up to speed, and then low retention has a cost, and it has a knock-on effect on the culture of the organisation and how valued people feel. You care so much that you are chatting with me about it! Is there someone in the organisation you could talk to about it? Share your observations?

@@helenbryant Thank you for reply. Big bosses don't share their thoughts with me, what a surprise, but I do believe that this is a new approach. Again, this is my opinion. My partner at work can't even rent a room, he is sharing a room with someone. It is mission impossible to motivate him, he simply doesn't see himself with the company. People are not stupid not to notice, they are not going to double his salary, but they can hire his replacement, the same money. World is changing, what we see is a direct result of these changes.

@@vlado3304 Thank you for sharing your thoughts. Quite sad. Not all organisations are like this, remember that.

Oops forgot. Don’t dangle a promotion or raise as a reason for personal development and training unless you intend to give that promotion or raise. Nothing sours an employee more than working their tail off for no benefit.

Thank you for reaching out, Tamara. I agree with much of what you say. Managers should definitely respect work/personal boundaries and avoid insisting that the team is like a family. Micromanaging and focusing on useless/busy work is counterproductive, and dangling a promotion or training without delivering on it is unfair. Regarding pay, it's not a simple answer. Many managers lack the decision-making authority to make significant changes, especially in large businesses with annual pay review systems. Even if they want to pay more, they may face organisational constraints. One of the key challenges many managers face is the lack of formal training in effective leadership. It's alarming that a recent survey found that 82% of managers received no formal training, leading to ineffective methods of directing, motivating, and engaging their teams, as you mentioned. Most managers genuinely strive to do their best for their people while juggling the demands placed on them by the organisation. This is often not an easy task. The purpose of this video is to provide practical tips to help managers better engage with their teams, prioritise work, set clear expectations, identify and remove blockages (such as busy work), and support their teams in achieving their personal development goals. I was hoping in sharing it that I would help managers create an environment where their teams would not need to "quiet quit", and instead, they would feel valued, with clear boundaries and feel listened to. Thank you again for taking the time to reply; I appreciate your comment and the insights you shared.

Thanks for your reply. I do appreciate the things you said and they certainly can’t hurt. But I think poor management leads to actual quitting. Quiet quitting is for those who go above and beyond and are only rewarded with more or more difficult work with no reward except an “atta boy” from their manager. When managers are seen has having no actual power (to give or influence raises or promotions or to make substantive changes to the workplace) they will have a very hard time garnering respect no matter how they try. God bless you for trying.

@@user-kq1nk2zu1q Sounds like we want the same thing👍🙏

I agree with you Rob, I think reward is an important element and believe all employees should be rewarded fairly and feel engaged with their organisation. However, most managers are not "corporate overlords" these reward decisions and indeed business models are beyond their decision making scope. They too normally want to be noticed and rewarded fairly for their commitment by the "corporate overlords". What I was hoping to do here, and indeed with my channel, is help managers create better workplaces with what they can control, better, higher quality, authentic and fair leadership. Better managers and leaders can create brilliant workplaces that people value working in. I am also hoping some "corporate overlords" take note and make sure they too create workplaces that can be the true reflection of what is often written on their website! Thank you for reaching out. Helen