Eighteen years ago, I quit my corporate job to start Candid Culture. I had almost no business relationships or contacts outside of my corporate job. Thinking I should network, I registered to attend the Society for Human Resource Management (SHRM) National Conference in Las Vegas. It’s the largest HR conference in the world – approximately 27,000 people attend. I flew to Las Vegas to attend the conference, but I was so terrified about my new undertaking, I spent three days in bed, ordering bad room service, paralyzed by fear. I barely left my hotel room and attended almost none of the conference.
A few years ago, I spoke at that same conference – the SHRM National Conference – also in Las Vegas, to an audience of 750 people. In two weeks, I’m speaking at the SHRM Talent Conference in Dallas. Will I see you there?
Things have come full circle.
When something feels big and I’m not sure what to do, I do nothing. And my hunch is, I’m not alone. The key to getting through anything large, scary, or intimidating is to start. Any action will do. The key is simply taking action.
Here are five actions you and your manager can take to make taking action more likely:
Action #1: What often stands in the way of taking action is that we aren’t sure what to do. Perhaps we aren’t sure we can do the task at hand. Or we can’t see what the end result should look like. Or the project feels so big that even thinking about starting is tiring. Ask questions and ask for help.
Most managers could strengthen their delegation skills. When assigning a project, managers often ask, “Do you have any questions?” This is an ineffective question because few people want to admit to having questions. Or managers ask, “What do you need from me?” when most people have no idea what they need.
Don’t be afraid to ask questions until you’re clear about what a good job looks like.
Action #2: Managers, ask better questions. Rather than asking if employees have questions, ask, “What’s your plan? What are you going to do first? What are you doing to do next?” These delegation questions will tell you what employees know and don’t know. Asking, “Do you have any questions” or “does this make sense” tells you nothing.
Action #3: Do one small thing, anything, towards achieving the goal. And do it now. Don’t wait until the right time. The right time is now.
Action #4: Managers, delegate projects with multiple, short deadlines. Set direct reports up for success by helping employees break projects into multiple, small deliverables. Ask to review work as it’s completed versus when the entire project is due.
Action #5: Give yourself small windows of time to work on a project. If you give yourself 60 uninterrupted minutes to work, you’re likely to invest that time. If you dedicate a day, you’re likely to get distracted and fill the time with other things.
Trust that you can do what’s in front of you. Someone wouldn’t have asked you to do something if they’d didn’t have confidence that you could do it. And if this is a goal you set for yourself, and it’s something you really want, deep down, you know you’re capable of doing it.
If you’re overwhelmed or don’t believe you can do something, call someone who has more faith in you than you have in yourself. Let that person fill you with confidence until you can generate it for yourself. When I started Candid Culture, I was filled with fear and quite honestly, was convinced I was going to fail. But my friends and past coworkers believed I could do it. And their confidence carried me until I could generate my own.
Most employees need only a handful of things to be satisfied and productive at work. The key is getting employees to tell you what those things are. And they might just tell you, if you ask.
Effective management involves asking questions during the interview process, after an employee starts, and again 90-days to six months into the job.
I recommend asking the seven questions below. I call the questions, Candor Questions.
Candor Question number one: “What brought you to our organization? Why did you accept this job? What are you hoping the job will provide?” Ask one of these three questions. Pick the one you like best.
Candor Question number two: “What would make you leave this job? What are your career deal breakers, things you just can’t tolerate at work?” Ask either of these questions.
Candor Question number three: “What type of work, skills, and/or areas of our organization do you want to learn more about?”
Candor Question number four: “Tell me about the best manager you ever had. What made them the best manager?” This will tell you what the employee needs from you as a manager and is a much better question than, “What do you need from me as your manager?” That is a hard question to answer. Telling you the best manager they ever had is easy.
Candor Question number five: “Tell me about the worst manager you ever had? What made them the worst manager?”
Candor Question number six: “What are your pet peeves at work? What will frustrate you?” Why find out the hard way what frustrates employees when it’s so easy to ask. This question demonstrates that you want your employees to be happy and that you will flex your own preferences, when possible, to meet employees’ needs.
Candor Question number seven: “How do you feel about being contacted via cell phone or texts outside of business hours? How do you feel about receiving emails during the evenings and weekends? What time is too early? What time is too late?” When boundaries like work hours are violated, it often erodes employees’ loyalty to managers and organizations, and it’s such an easy question to ask.
If you’ve participated in one of our management trainings or received a box of Candor Questions for Managers, you know I could go on. But these seven questions are a good start.
Regardless of age, work, and educational background, employees have a few things in common.
Employees want to:
• Work for someone who takes an interest in and knows them
• Feel valued and appreciated for their contributions
• Be part of and contribute to something greater than themselves
• Feel respected as a person. Managers respect their time, expertise, and needs
Taking the time to get to know employees throughout your working relationship accomplishes many employee needs.
If you have long-time employees, it’s never too late to ask these questions. Regardless of for how long employees have worked for you, they’ll appreciate you asking. Don’t worry that employees will raise an eyebrow and wonder why you’re asking now. They’ll just be happy you’re asking. You can simply say, “I realized that I’ve never overtly asked these questions. I just assume I know. But I don’t want to do that. During our next one-on-one meeting I’d like to ask you these questions and you can ask me anything you’d like.”
If you have a manager who is unlikely to ask these questions, provide the information. Don’t wait to be asked. You’re 100% accountable for your career. Tell your manager, “There are a few things about me I want to share with you. I think this information will help ensure I do great work for the organization for a long time.”
Managers, the better your relationship with your employees and the more you know about what your employees need from you, the organization, and the job, the easier employees are to engage, retain, and manage. Stop guessing and start asking.
When you use GPS in your car for driving directions, the GPS only provides one direction at a time. GPS tells you what to do now and what to do next. Your car can only go one direction at a time. Humans aren’t any different. When you coach people, you are their GPS, supporting them in achieving a desired goal efficiently.
Coach and give feedback like your GPS. Give one or two pieces of feedback at a time. Then give the person time to make changes and improve before giving more feedback.
What I hear every day that makes me shudder:
Manager: “One of my employees has been making a lot of mistakes. He seems disengaged (p.s. “disengaged” is Cap’n Crunch, vague and thus not real feedback). I’m not sure what’s happening.”
Me: “When are performance appraisals?” Manager: “In six weeks.”
Most people hoard feedback. We wait for the right time, aka when we’re comfortable. That time will never come. The right time to give feedback is when something happens or shortly thereafter. Practice the 24-hour guideline and the one-week rule. Wait 24 hours to give feedback if you’re angry, but not longer than a week. Give feedback when you’re not upset, but soon after the event occurs, so people remember what you’re talking about.
Feedback is hard on the ego. The more feedback we receive in one conversation, the harder it is to hear. People need to feel successful. Receiving too much feedback at one time makes us feel we can’t be successful, so why bother. Pick the biggest and most impactful behaviors. Wait. And then give more feedback.
When it comes to feedback, keep this mantra in your head – recency, frequency. Recency, frequency. Short, weekly, feedback conversations – five minutes long – are better than sixty-minute feedback conversation once a month or quarter. You’ll see more behavior change and protect team member’s ego. Shorter and more frequent is better.
We have all worked hard on a project, only to find out that what we created was not what our manager was expecting. When this happens, everyone is frustrated. Managers question whether or not employees listen. Employees wonder why managers weren’t clearer about what they wanted at the beginning.
Giving negative feedback is hard. Asking for what you want will always be easier. Managers would be well served by setting clear expectations at the beginning of working relationships and projects. Tell your employees what a good job looks like. Don’t make them guess.
If you want a weekly status update, tell employees that rather than being frustrated when you don’t know where projects stand. If you want a bulleted summary, tell people that rather than being annoyed when five paragraphs land in your inbox. If you envision a report with tables and charts, tell employees that versus being disappointed when they create a bulleted list. Setting clear expectations applies to all internal and external working relationships – up, down, and lateral.
Most of us assume people will do things the way we do. They won’t. Save time and reduce frustration by being crystal clear when you set expectations at the beginning of anything new.
When people see the title of my book How to Say Anything to Anyone, they think it’s a book about giving feedback and having difficult conversations. It’s not. How to Say Anything to Anyone is about asking more questions, so you know what your direct supervisor, coworkers, and customers need and don’t have to guess. How to Say Anything to Anyone is not about giving people bad news. It is about asking for what you want before challenges occur and then talking about how you’ll deal with challenges when they arise.
If you work for or with someone who does not set expectations that are clear, then you, the employee, needs to set those expectations.
Set expectations by asking your manager and coworkers:
• When do you want to see this, in what format, with how much detail?
• What does a good job look like?
• What’s your expectation of how this should look when it’s complete?
• Where does this fit, as a priority, in relation to other projects?
• How does this project fit into the department’s or organization’s goals?
Asking questions and telling people what you want is always easier than giving negative feedback. Everyone – employees and managers alike – are accountable for ensuring that expectations are clear and that work is done right the first time Ask more. Assume less.
Download the five questions managers must ask their employees to set expectations that are clear:
Meetings go long; attendees stealthily text under the table like no one can see them; one person talks the whole time, while everyone else rolls their eyes. All the while, the facilitator does nothing.
Sound familiar?
The amount of time wasted in unproductive meetings and the degree of frustration meeting participants feel is astronomical.
The solution is simple but may not feel easy.
Set clear meeting expectations at the beginning of EVERY in-person, virtual, and hybrid meeting and hold people accountable when they violate the guidelines.
Most meeting facilitators don’t set expectations at the beginning of meetings. Instead, facilitators expect attendees to follow the unstated, assumed guidelines. And when the meeting facilitator’s boss, peers, or customers are distracted, it’s too hard to say something, so facilitators ignore the behavior, hoping it will stop without intervention.
The key to getting what you want in meetings (and in life) is to ask, which for the most part, we don’t. We assume people will do things as we do.
Tips for Running an Effective Meeting:
1. Set meeting expectations at your next in-person, virtual, or hybrid meeting.
2. Write the expectations on a flip chart or in the online chat and hang them up/post them in the chat at the beginning of every meeting.
3. Review the meeting expectations every time you meet, even with groups who meet weekly.
4. Ask meeting participants’ permission to manage meeting behavior. Your role as the meeting facilitator gives you the right to address bad meeting behavior. Asking for permission and letting people know you will say something if participants are distracted, etc., makes it easier to speak up.
5. Tell participants they are expected to hold themselves and each other accountable.
6. Hold people accountable for following the meeting expectations. If you ask people not to side talk, address side talking when you hear it. If you ask people not to be on their laptops or phones, ask people to put them away. If one person talks too long, interrupt them. You will have no credibility if you set expectations but don’t hold people accountable. Hold virtual participants accountable just as you hold in-person participants accountable.
The reason facilitators don’t hold people accountable is that they feel uncomfortable. It’s hard to tell your peers, boss, and coworkers to be more succinct. It’s almost impossible if you don’t set expectations about meeting behavior and set the expectation that you will say something when the meeting expectations are violated. The simple act of setting meeting expectations and asking people’s permission to manage to those expectations makes managing ‘bad’ meeting behavior easier. Not easy, but easier.
You may be thinking, “I don’t run these meetings. I’m an innocent victim.”
As a meeting participant, it is frustrating to go to poorly run meetings. But it’s also your role to speak up when you see things going poorly. Talk with the meeting facilitator.
The conversation could go something like this:
Express empathy: “That Wednesday team meeting is tough. I wouldn’t want to run it.”
Ask permission to give feedback: “I’d like to help. I’ve got a few observations and suggestions. Is it ok if I share them?”
Give feedback: “I’ve noticed that several people have been missing the meeting and others are on their phones and laptops during meetings. This definitely limits what we can get done and must be frustrating to you. What are your thoughts?”
Make a suggestion: “What do you think of setting meeting expectations at the next meeting and then telling people you’re going to hold them accountable?”
Offer help: “You’re not alone in this meeting. I’d be happy to tee up this discussion and explain why we need to set meeting expectations. What do you think?”
The facilitator knows the meetings aren’t going well. They just don’t know what to do. Offer to help. Don’t judge. The facilitator might be more receptive than you think, and you can stop suffering through poorly run meetings.
I’m taking golf lessons, which should frighten anyone within 100 feet. Every time the instructor explains something new, he asks me, “Does that make sense?” “Does that make sense” is a common clarifying question that many people ask, but it’s not a good question for two reasons.
Reason number one: If an explanation doesn’t make sense to me, I’m the idiot for not “getting it.” The question implies that the instructor was clear, I just “didn’t get it.”
Reason number two: The question doesn’t force me to speak, thus the person asking the question doesn’t get any information. “Does that make sense” is like asking a shopper in a store, “Can I help you?” We all know the right answer to that question is, “No, I’m just looking.” This is a similar to when someone asks, “Are there any questions?” The right answer is “no.” And when people say “no,” the person who asked the question often says, “good,” affirming people for not asking questions and making it less likely that questions will be asked in the future.
The purpose of asking questions is to get information. The problem with asking, “Does that make sense?” or “Do you have any questions?” is that the typical answers teach us nothing.
The golf instructor should be asking me:
What did you learn today?
What are you planning to do as a result of what we’ve covered?
What techniques did I demonstrate? Let me see how that form looks.
What questions do you have for me?
If he asks me the clarifying questions above, he will know what I am likely to do on the golf course.
Here are some clarifying questions that will force people to talk and won’t make them feel stupid for asking questions. Instead of asking, “Does that make sense,” consider asking:
“I want to make sure I gave clear instructions. Will you tell me what I’m asking you to do?” You could also phrase the questions like this, “Just so I know how I landed, what do you think I’m asking/expecting you to do?” or “What does a good job look like?” or “What should this look like when it’s complete?”
** These questions may sound condescending and like micromanaging in writing, but the questions can be asked in a supportive and non-judgmental manner. If you’re worried that the questions will make you appear as controlling or micromanaging, just say that. “I want to be sure you’re set up for success. If any of my questions feel condescending, please tell me. That isn’t my intention.”
I was talking with one of my clients a few months ago. She was very upset because she told one of her employees what to do and he didn’t do it. Frustrated, she said, “He knew what to do, and he didn’t do it.” I asked her, “How do you know that he knew what to do?” She replied, “I told him what to do and when I asked if he had any questions, he said no.”
Her situation is a common one. The right answer to “Do you have any questions” is “no.” And we’re surprised when we swing by the person’s desk two weeks later to get a status update on the project, and they haven’t started working on it yet.
Here are some additional examples of clarifying and delegation questions. These questions will force people to speak, providing a clearer sense of what people know and are likely to do.
What questions do you have?
What are you planning to do first? If the person answers this question appropriately, ask what they are planning to do next. If they don’t answer the question appropriately, step in and give more direction.
Provided you trust that the person knows what to do, give a tight deadline and ask to review the person’s work in a few days. Give people some freedom, but not enough to waste a lot of time and go down a fruitless path. Delegation is something at which most managers can improve. More effective delegation will lead to fewer missed deadlines and frustrations in the workplace.
The fear of saying what we think and asking for what we want at work is prevalent across organizations. We want more money, but don’t know how to ask for it. We want to advance our careers but are concerned about the impression we’ll make if we ask for more. Many employees assume they won’t get their needs met and choose to leave their jobs, either physically or emotionally, rather than make requests.
How to Retain Good Employees:
The key to keeping your best employees engaged and doing their best work, is to ask more questions and make it safe to tell the truth.
Managers:
Do you know why your employees chose your organization and what would make them leave?
Do you know your employees’ best and worst boss?
The answers to these questions tells managers what employees need from the organization, job, and from the manager/employee working relationship.
Team members:
Can your manager answer these questions – that I call Candor Questions – about you? For most people, the answer is no. Most managers don’t ask these questions. And most employees are not comfortable giving this information, especially if the manager hasn’t asked for it.
It’s easy to mistake my book, How to Say Anything to Anyone, as a book about giving feedback. It’s not. It takes me nine chapters to get to feedback. The first eight chapters of the book are about how to create relationships in which you can tell the truth without fear. You can read all the feedback books you want and take numerous training classes on coaching, managing people, giving feedback, and managing conflict, and you’ll still be hesitant to speak up, because a formula for giving feedback is not what you’re missing. What’s missing is being given permission and knowing it’s safe to tell the truth.
Managers, here’s how to retain good employees:
Tell your employees, “I appreciate you choosing to work here. I want this to be the best career move you’ve made, and I want to be the best boss you’ve had. I don’t want to have to guess what’s important to you. I’d like to ask you some questions to get to know you and your career goals better. Please tell me anything you’re comfortable saying. And if you’re not comfortable answering a question, just know that I’m interested and I care. And if, at any point, you’re comfortable telling me, I’d like to know.”
Then ask the Candor Questions during job interviews, one-on-one, and team meetings. We’re always learning how to work with people, so continue asking questions throughout your relationships. These conversations are not one-time events.
If you work for someone who isn’t asking you these questions, offer the information. You could say:
“I wanted to tell you why I chose this organization and job, and what keeps me here. I also want to tell you the things I really need to be happy and do my best work. Is it ok if I share?”
Your manager will be caught off guard, but it is likely that they will also be grateful. It’s much easier to manage people when you know what they need and why. Most managers want this information, it just may not occur to them to ask.
If the language above makes you uncomfortable, you can always blame me. You could say:
“I read this blog and the author suggested I tell you what brought me to this organization and what I really need to be happy here and do my best work. She said I’d be easier to manage if you had that information. Is it ok if I share?”
Yes, this might feel a little awkward at first, but the conversation will flow, and both you and your manager will learn a great deal about each other.
The ability to tell the truth starts with asking questions, giving people permission to speak candidly, and listening to the answers.
Posted under Uncategorized on August 12, 2024 by Shari Harley. 0 Comments
Employees leave managers not jobs. We’ve all heard this 100 times.
One of the most prevalent reasons for employee turnover is boredom and lack of growth. We’ve also heard this many times.
We know why employees leave jobs. The question is what must managers do to engage and retain their best people. The answer is actually quite simple, although not necessarily easy to execute.
Employees want to know that their manager:
Knows them
Cares about and is invested in their careers
Gives feedback so they can improve
Provides opportunities so they can develop
In other words, employees need attention, and attention requires time – time many managers may not feel they have.
Here is a five-step formula for employee retention and employee engagement:
Get to know employees better and differently.
Have meaningful, one-on-one meetings [at least] monthly.
Give balanced feedback as work is done.
Ask for and be open to feedback.
Create opportunities for employees to do the work that interests them most.
Managers, how do you make time for these meetings when you are busy and have several direct reports?
Meet for 15-30 minutes.
Ask direct reports to create an agenda and run the meetings.
Ask direct reports to send follow-up notes of decisions and plans made during meetings. Give some of the accountability away.
If meetings get cancelled, reschedule as soon as possible. Direct reports take cancelled meetings personally. Cancelled meetings that are not rescheduled send the message that managers don’t care about employees and their careers.
Employees, if your manager doesn’t schedule meetings with you:
Ask permission to put a monthly meeting on your manager’s calendar.
Provide rationale for why you want to meet – to get your manager’s feedback and ensure you’re focused on the right work.
Ask permission to reschedule meetings when they get cancelled.
Don’t take cancelled meetings personally.
Offer to meet with your manager via the phone when it’s convenient for them. Leverage commute and travel time, if applicable.
Employees need time with their managers. Meaningful discussions and work, result in employee engagement and employee retention. So managers, make the time, even when you don’t feel you have it. Ask questions you don’t ask now. Give feedback, even when it’s uncomfortable. Give your employees an opportunity to do the work that interests them most. And watch your employee engagement and employee retention improve. And if your manager doesn’t do these things, politely and persistently ask. You won’t get what you don’t ask for. We are all 100% accountable for our careers.
How many times have you been sitting at your desk wondering, “Why won’t they ___________ ?” Perplexed, you talk with your buddy at work. The conversation goes something like, “I’ve got this person, and I can’t figure out why they won’t ______________.” Or perhaps you talked directly to the person, but after several conversations, they still haven’t done what you asked them to do.
There are four reasons why people don’t do what you ask them to do:
They don’t know how.
They don’t think they know how.
They can’t.
They don’t want to.
Reason number one for a lack of employee performance, they don’t know-how, is the easiest to solve. People who don’t know how to do something need training, coaching, a mentor, a job aid, or some other form of instruction. The hope is that with the right training and exposure, they will be able to do what you’re asking.
Reason number two for a lack of employee performance, they don’t think they know how, can be improved over time with patience and consistent coaching. You aren’t working with clean slates. Most people are recovering from or reacting to a past relationship or situation. If a person worked for a controlling manager who never let them make a decision or worked for someone who invoked punitive consequences for making mistakes, the person will likely be hesitant to make decisions. Hence why they continue to ask questions and repeatedly check in, but never make a decision independently.
If you work with someone who doesn’t think they know what to do, but you know they have the answer, encourage them to trust themself. When they come to you for validation or approval, ask questions, don’t give answers. Tell the person you trust their judgment and encourage risk-taking. Tell them you’ll support their decision, even if it proves to be the wrong one. And encourage them to make a decision next time without consulting you. Then keep your word. If they make a wrong call, you have to have their back and can’t invoke negative consequences.
Reason number three for a lack of employee performance, they can’t, is challenging but clear cut. People who can’t do a task their brains aren’t wired for, will never do that responsibility well, regardless of how much coaching, training, and assistance you provide. If you have repeatedly and effectively, coached, trained, and provided support and the person still can’t do what is being asked, remove that responsibility and give the person something they can do well. If that responsibility is a large part of the job, you have someone in the wrong job. It’s time to make a change.
Reason number four for a lack of employee performance, they don’t want to, is annoying but manageable. There are lots of reasons people don’t do things they don’t want to do. Those reasons include, but aren’t limited to, boredom, lack of buy-in as to why something is important, insufficient time, feeling like a task is beneath them, etc. If you’ve got someone who can but doesn’t want to do something, you can either take the responsibility away, incent them to do it, or give feedback EVERY TIME the task doesn’t get done.
Giving negative feedback isn’t fun for the giver or the receiver. No one wants to hear that they aren’t meeting expectations, and most people don’t want to tell you. But the discomfort of receiving negative feedback EVERY TIME the person doesn’t do what they need to do will create behavior change. They will either begin doing what you ask, quit, or ask for a transfer. Either way, your problem is solved.
The first step in getting people to do what you want them to do is to discover why they’re not doing what you ask. It’s impossible to appropriately manage employee performance if you don’t know why someone isn’t doing what needs to do be done. And the person to ask why a responsibility isn’t getting done isn’t you or your buddy, it’s the person not doing the work. So, get out of your head, leave your office or laptop, and go talk to the person not doing the work.
Here’s how to start an employee performance conversation:
“I’ve noticed you’re not doing ___________. Help me understand what’s happening.” Watch your tone, inquire from a place of genuine curiosity, and identify the reason they aren’t doing what they need to do. Then you can intervene appropriately and hopefully get the behavior you want.
The phrase Quiet Quitting is everywhere since appearing in a Tik-Tok video earlier in the year. Essentially quiet quitting is doing your job – just what is asked – not more and not less. Quiet quitters do good work during work hours, not on weekends and not at night. Quiet quitters don’t volunteer to do work outside the scope of their job, that they’re not paid to do.
Is there anything wrong with doing your assigned job and not more? No. Should you do it? If you want to. Should you use the phrase “quiet quit” at work or even with friends? No.
The definition of quiet quit is widely debated. Does it mean doing you minimal best, clocking it in, coasting, slacking, doing things other than work during work hours? It’s confusing and controversial.
The definition of the word quit is to leave, typically permanently. As a business owner who hires and works hard to retain team members, I don’t want my employees thinking of themselves as quiet quitters. It feels like a mentality – one foot out the door. And while the phrase quiet quit may not mean uncommitted, it has that connotation, so why use it?
If anything has become clear in the last almost-three years, it’s that many people want a different life. Many of us discovered that we enjoy being home, don’t want to commute long distances, travel for work, or miss family and social events because our jobs require it. So, let’s talk about that at work.
Employees – find the words to tell your boss what you need rather than labeling yourself with a controversial and confusing descriptor. Managers, find a way to talk with employees about what they need to be satisfied and stay in a job.
Employees and managers are often uncomfortable talking about the things that matter personally. Employees are often afraid to say what they need, for fear of being sidelined or fired. Managers are often afraid to raise the subject of what employees really need for fear of not being able to meet those needs. So, employees quiet quit and managers quietly hope for the best.
How about doing this instead – managers and employees meet individually, virtually, or in-person, every few weeks. Make a work-life check in a regular part of the conversation. Put the topic on the agenda to normalize the discussion and make talking about how work impacts personal an expected part of the conversation. Then start the discussion with something like, “I want us to be able to talk about how work fits in and supports your desired personal life. I want this job to support the vision you have for your life. I may not always be able to give you want, but I certainly can’t if I don’t know what those needs are.”
The world has changed, we have changed, and our needs have changed. We need to be able to talk about those changes without hesitation, worry, and fear. Instead of quiet quitting, schedule a conversation and open the discussion with something like, “I really enjoy my work here. There are a few things I’m realizing I need. Can we talk about it?”
