| | JUNE 202319CIOReview Feeling unappreciated for their efforts, quiet quitters will remark they are not being heard and their opinions don't really matter. These feelings can lead to a drop in productivity for the team. As managers we need to be conscious of the power of our compliments and give them often!Managers need to look for changes in behavior and not make assumptions. We have many personalities and work styles on our teams and we should make room for all ­ introverts through extroverts. It is the change in behavior that is important to notice. Managing teams working from homeGone are the pandemic online happy hours... thankfully! In this new phase of managing remote teams, leaders find themselves learning new skills in facilitating formal and informal online meetings. For all online meetings, improve engagement by asking questions. Leaders are mixed on whether cameras should be mandated to be on or off ­ establishing working agreements with your team is important. Meetings can start socially ­ leaders can either log in 5 minutes before the meeting start time or begin the agenda at 5 minutes after the hour to build in a few minutes of conversation that normally occurred as folks filed into the conference room. Formal online meetings should have agendas and end early when everything is accomplished, using breakout rooms to increase the voices heard in sessions. Other tools such as chat and visual collaboration spaces should be better utilized asynchronously to rescue meeting time. Closed caption and transcription should be activated for inclusivity. Informal online opportunities to socialize and get to know each other include encouraging personalized backgrounds for meetings, adding optional 15-min water cooler daily online meetings, having weekly team sessions without an agenda. In-person collaboration and social activities can still be scheduled at varying times, sizes and days so that people can participate in what best suits them. Ask what your team wants!Preventing disengagement Leaders can give their team a well-defined purpose, empower them to make decisions and organize themselves and their work, and support choices for work-life balance. In a recent CIO conference, we shared what was working. One CIO created a pillar award around culture and nominated team members by pillar: ownership; teamwork; continuous improvement; attitude ­ this helped team members feel appreciated for their contributions. Another CIO created a task board for brilliant ideas where team members generate ideas and assign actions to managers and sponsors. Encouraging increased and empathetic communications in all forms can be a mighty sword in combating quiet quitting. As managers we need to be conscious of the power of our compliments and give them often!
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