Quiet quitting is an increasingly widespread phenomenon in the professional world. Dissatisfied employees reduce their investment to a minimum, causing major losses for companies. What can be done about this damaging trend? Discover the power of soft management to retain and motivate your talent! Julien Haucourt, an expert in management and communication, provides an overview.
Quiet quitting does not always mean physically leaving the company. It can also mean the gradual disengagement of employees who choose to reduce their investment to the bare minimum, without necessarily leaving their jobs. Often linked to a lack of recognition, a lack of fulfilment or an uninspiring work environment, quiet quitting reflects a disconnect between employees' expectations and their professional reality. This can jeopardise the company, with a deleterious working atmosphere and loss of productivity.
Possible causes of quiet quitting
Quiet quitting can be triggered by a number of factors. Firstly, a lack of recognition and appreciation from management. This makes employees feel undervalued and demotivated. Similarly, unclear or unattainable objectives can sow doubt and dissatisfaction within the team.
A toxic working environment, characterised by unresolved conflicts, ineffective communication and a lack of team cohesion, can also lead to silent departures.
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Finally, the imbalance between professional and personal life is a major source of stress for employees.
The combination of these factors can lead to a gradual disengagement of employees until they quietly decide to turn the page.
Soft management to boost intrinsic motivation
Intrinsic motivation is the inner force that drives people to excel and to accomplish their tasks with passion.
There are a number of ways in which the company can reinforce this deep-seated motivation.
- Firstly, recognising the successes and progress made by each individual.
- Secondly, to encourage the development of personal and professional skills. In other words, to offer opportunities for constant learning.
- Secondly, to allow autonomy in decision-making. This also fosters a sense of control over one's work.
- Another important element is to communicate openly and transparently. Regular exchanges help employees to feel listened to and involved in the decisions that affect them directly.
- Finally, creating an environment where everyone feels valued for their individual contributions. Managers can help their teams by creating a positive environment with recognition and encouragement. This helps to maintain motivation and commitment over the long term.
[Training]
Leading and motivating your team
5 key points:
- adapt your management style to the personalities of your team
- formalise common objectives
- communicate clearly on directives
- finding ways to motivate employees
- empowering employees through delegation
Examples of practical exercises :
- assess your assertiveness using a self-diagnostic tool
- practise in simulated situations (leading a team meeting, managing a disagreement with a colleague using the DESC method, etc.)
- formalising and evaluating SMART objectives
- draw up an individual action plan
Example:
Patrice, group leader in the national police forceThe company's management style was paternalistic and often directive. In other words: strict instructions and little room for discussion. His staff complained about this to his superiors. They felt ignored and under-appreciated. They found it hard to feel 'involved'. The working atmosphere was tense.
Faced with this feedback, Patrice started to question himself. He began by taking part in training courses in participative management and emotional intelligence. He understood the importance of two-way communication and the role of recognition in motivating teams. For example, he introduced weekly meetings where each member of his team could share their ideas and feedback on working methods. These exchanges not only helped to improve processes, but also to create a climate of trust. He also provided signs of recognition, going beyond standard congratulations. He got into the habit of sending personalised messages to congratulate his staff after significant successes, celebrating professional anniversaries, and even publicly thanking his teams at briefings for their collective efforts.
In just a few months, the results were tangible: job satisfaction increased, absenteeism in her team fell and overall productivity improved. The members of his team felt more involved and listened to, which led to greater cohesion. Patrice also noticed that by opening himself up to this participative approach, he gained greater serenity in his role and that his team, which was more autonomous, took more initiatives.
This example illustrates that with targeted efforts and a real desire to change, even an initially rigid management style can evolve to become a lever for motivation and commitment. Patrice is now seen as an accessible and inspiring manager, a real 'manager coach' who guides his team towards achieving their objectives while respecting their individual aspirations.
Another example:
Éric, local managerwas suffering from the overly paternalistic micromanagement of Benoît, her workshop manager. He took a course in soft management, which gave him a better understanding of different types of behaviour. As a result, he was able to modify his management style over time. Relationships have been strengthened and productivity increased.
Encouraging work-life balance
According to a Manpower Group study in 2023, 33 % of French employees would be prepared to change company to find a better work/life balance.
Companies that encourage this balance allow their employees to feel valued and respected in all areas of their lives. It also strengthens their intrinsic motivation by creating an environment conducive to professional and personal fulfilment. It can also lead to lower resignation rates and increased employee engagement.
It is therefore essential to integrate this dimension into soft management to foster a harmonious environment in which everyone can achieve their full potential.
Soft management for greater meaning
Managers can help employees to feel more motivated and committed by making work more meaningful.
Do you know the history of stonemasons?
This story takes place a very long time ago, at a time when such great buildings were being constructed that a man's lifetime was not enough. To ensure that these buildings could be completed, a master architect was appointed to train apprentices who would have the onerous task of continuing the construction once he was dead. The master architect, judging that his pupils' apprenticeship was almost complete, sent them to the quarries to assess their stone-cutting skills and knowledge.
He left them to work on their own for several weeks before visiting them to assess their abilities and talents.
Approaching one of them, he said: "Tell me, my dear pupil, what are you doing?" The pupil raised his head and glanced darkly at his master. He seemed very unhappy with his lot and the difficult work he had to do. "Master, you know very well that I cut stones hard all day and that I'm a stonemason.
The master continued his inspection and saw a second pupil cutting stone: "Tell me, my dear pupil, what are you doing?" The apprentice stood up and respectfully replied: "Master, every day I apply myself to cutting stone and applying the teachings you have passed on to me.
The master smiled. He encouraged the apprentice to continue his work and continued on his way. Suddenly, his gaze was drawn to a third apprentice. This one seemed extremely concentrated on his task. He seemed totally absorbed in it. Approaching him, the master saw the pupil who, having cut his stone, was polishing it with love. He asked him: "Tell me, my dear pupil, what are you doing? The pupil got to his feet and, raising the stone in front of him, replied with emotion in his voice: "Master, I'm building a cathedral.
This managerial tale, well known in leadership training, highlights the difference created by the meaning we give to the execution of our mission.
After all, who would come to life by carving a pebble for the sake of carving a pebble?
It's time to rethink management methods and adopt a more flexible and inclusive approach. By focusing on respect, communication and personal development, managers can create a positive and productive working environment for everyone.
Empathy
Emotional intelligence
Autonomy
How can soft management be reconciled with respect for the framework?
Today's managers need to understand that the world of work is evolving rapidly and that employees' expectations have changed. It's no longer enough to simply set objectives and expect results.
Soft management implies a more human and empathetic approach, where the manager is there to support and guide his or her colleagues. So the manager is no longer just a "team leader". They become "manager coaches".
[Training] Manager as coach
3 key points:
- Taking ownership of the coaching approach
- Understanding the role and position of the manager coach
- Using effective tools to support and coach employees
They're talking about :
"Very good training, the content is dense but very well illustrated with real-life situations."
"Very interesting content and exercises".
"I'm leaving with the tools I need to prepare for my follow-up interviews.
However, soft management should not be permissive. Instead, it is about helping employees to achieve their objectives within the framework set by the company.
The notion of meaning and respect for the individual will strengthen employee commitment. A commitment that the company can no longer take for granted.
Quiet quitting is not inevitable. It can be combated with appropriate management practices that place people at the heart of the organisation. By adopting a soft management approach, based on mutual trust, respect for individuals and the promotion of well-being in the workplace, it is possible to limit quiet quitting and build motivated, committed teams. By valuing the diversity of talents and skills within the team, encouraging creativity and innovation, and recognising and rewarding individual contributions, managers can strengthen the corporate culture and build employee loyalty. But can they do it alone? Ultimately, it is by investing in human capital that companies can ensure their long-term success.
