Publisher's Synopsis
"Quiet Quitting" is about people, the most important determiners of wealth creation in every organization. It is about the growing failure of leaders, managers, and supervisors in those organizations to understand their moral obligations to the employees with whom they work. Today's employees have loudly declared, "We are not a commodity. We are people and we matter." The dismal record of leaders and organizations in failing to create commitment and trust has gotten worse, and those Top Management Team members who guide all organizations seem to have lost their way in understanding the basic truth that they are repeatedly underutilizing the human potential of the people who they desperately hope will assist them in achieving important goals. As the authors of this book, we have felt a strong moral obligation to help practitioners, scholars, students, and employees to understand the Quiet Quitting phenomenon. In writing this book, we have begun to understand the unfortunate reality that so many leaders and organizations have lost their way and are failing in their moral duty to those who they have the responsibility to serve. Leadership, when most effective, is ultimately a moral responsibility and an obligation to create a partnership with others. Leaders succeed best when their employees become fully empowered and engaged "owners and partners" of an organization's mission and purpose. Great leadership is less about control than it is about commitment. Earning the commitment, trust, and loyalty of employees occurs best when those being led believe that their leaders care authentically about their welfare, growth, and wholeness. Thriving and flourishing in organizations requires that those who lead understand their covenantal obligation to those whom they lead. Only when leaders create systems, processes, and practices that demonstrate that they understand the importance of employees will those employees give their organizations their best efforts. We have attempted in this book, and in articles written and published these past few months, to share our insights with readers about the need to understand Quiet Quitting and why that understanding is so critical. In our experience as practitioners, scholars, and students about leadership and organizations, we have come to understand that the future of organizations depends upon the trustworthiness of those who lead, manage, supervise - and, ultimately, serve their colleagues. We encourage the reader to thoughtfully examine this book and to assess their assumptions about the leadership covenant that is owed to the individuals who work in the organizations of today and tomorrow. We believe that individuals and organizations can and should thrive and flourish - but achieving those outcomes depends upon the integrity of those who lead and their ability to honor those with whom they work.
