The Business Mechanic Show

Now we're going to start sharing how to prioritize like Eisenhower. Now, this isn't going to be much of a history lesson on Eisenhower, but I think you need to know a little about the man. He was president of the United States in the fifties, uh, early sixties. He also was an American general during World War ii, and apparently, this guy knew a ton about managing time because of his approach.

The Eisenhower Box, or the Eisenhower Quadrant, is taught in business schools all over the country. And today, in this video, I will share his approach that's taught the world over with you. Eisenhower essentially broke all the things he had to do into four separate quadrants that were laid out in important and.

Not important, not urgent. So we're going to go into some detail on that. Important and urgent. Not important, not urgent. Those are the areas. So the four blocks are important and urgent things you must do now. Important but not urgent. Things that we have to get done and maybe big projects, assignments, that sort of thing.

Plans and strategies but don't have to be done. Now, so we have to plan or schedule time for those. Then the bottom side of the quadrant are things that aren't important but are urgent. . These are our interruptions during the course of the day. Those are emails and phone calls; hey, I got a quick question for you.

Got a minute. Those sorts of things. Those are the fires, and that's where many, many people get frustrated with managing their time. That's where they spend a lot of their time dealing with day-to-day matters versus managing their time. So that's urgent, but not that important.

And then the last quadrant is the I, not important, but not urgent. So we've got important and urgent. Gotta do it. Right now, we've got important but not that urgent, which is, wait, schedule it, do it later. We've got the, not I. but urgent. Those are our interruptions during the course of the day or things we need to delegate; we need to delay delegate.

Or don't do it all together. And we're gonna talk a little bit about the to-don't list in a future podcast. And then there's the not important, not urgent. Those are the time wasters that we tend to encounter during the course, naturally during our work week and work days. And we've gotta be able to identify those and minimize those in order for us to rest the control of our time away from others.

And be able to control and manage it ourselves. So let's talk about how to use the Eisenhower quadrant. Well, first of all, once you start assembling your thoughts, organizing your thoughts, this is all about prioritization and being able to get the mindset, the mental thoughts around what's important, what's not important, what's urgent, what's not urgent, and being able to rewire ourselves a little bit as to, does this really have to be done right now?

Or can this wait? Does this really need to be done by me, or can I give it to somebody else? When am I gonna get this done? When do I need to schedule it? It's moving beyond putting out fires during the course of our days and our weeks. So at the end of the day, we go home feeling really productive, and we've gotten things done.

We're gonna box things off. We're going to put 'em in their proper quadrants to manage our time better. Because when we go home at the end of the day, and we've been really busy but haven't gotten much done, that's emotional. That is not fair to the people who look forward to you coming home.

It's not fair to you because you're mentally tired. It is extremely exhausting to go through your career and your workday life and feel like you're always behind the eight ball, that you never get stuff done. That is where this tool comes into play to help you. It won't cure everything, but it's certainly going to help you be able to create mental prioritization.

Putting things in boxes to whether I need to do it now, do it later, do it at all. Skip it, eliminate it from my life. Many, many, many managers treat everything that's right in front of them as the priority. And those are the ones that just as the day comes, the day comes; things come, things come, uh, questions, ask, meetings, et cetera.

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Management styles vary between individuals. And though most tend to gravitate towards a particular style type, a manager could choose to use different management styles depending on what fits best for a particular situation.

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Your management style will depend on various factors, including your personality, the organization you work for, the person you work for, your team, and your goals.

So know that rarely is there a one-size-fits-all style; you likely put on multiple style hats throughout the course of a day or week.

A look in the mirror, having an honest understanding and being clear on your temperament. Then decide how your employees operate as a team or department and what your team and organizational goals are. Remember to keep in mind how you may alter your management style under pressure. Many managers have a fairly hidden manager personality that only comes out when things are getting pressured.

From there, you can decide your current style or styles, and if you see a motivation to make some improvements choose a style that you want to start developing for yourself that fits best for your overall situation.

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Now, let's start with a definition. What is a management style?

Management styles are how a manager works to fulfill their objectives and goals. The way the manager organizes, delegates, plans, manages, communicates, and leads their team. How they make decisions. These all are key indicators of their management style.

Management styles can vary depending on where the manager works, the industry, the company culture, the country where the organization does business, the level of management, and the person.

Remember that Effective leaders will adjust their management style to respond to various factors impacting them and the organization to remain focused on being productive and achieving KPIs and targets.

In other words, management styles are not static.

Now you have the information necessary to begin to identify your management style and other styles that might work well under different circumstances. Give yourself some space to try some out if you're unsure where exactly you fall within the list.

If you have identified an aspirational move to the style you deem better, remember to crawl, walk, run. Those changes take time and training for yourself. Like you get in the Results Driven Manager Training Program. It is all covered in there.

With time, you'll gain the clarity you need to proceed with the appropriate management style for you and various scenarios that might arise.

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Today's show got prompted by one of my attendees this week at a training session; she was in her second month or so of training with me and her team, and thank you, Navina, for prompting me to do this show today.

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She and I were talking about DISC, her DISC profile, and she asked, have you ever done a podcast on DISC? I wanna go back and listen to it. And I had to stop for a minute. In all these years, no, I haven't, I haven't done a show talking about DISC explaining DISC, the value of DISC, how DISC works, what it tells you, what it doesn't tell you.

And so today, this is gonna be a little longer podcast because I can get a little long-winded on this. But I'm gonna go into a fair level of detail on what. D I S C, the DISC profile is, and with that, let's get started. So DISC starts with people are different. However, they're predictably different. And with DISC, it helps you understand, based on the dominance, influence, stability, and compliance on those four scales, what your style is, where you fall, and what blend your DISC style is.

With that and with the knowledge you're going to get with today's show, you're also gonna be able to start recognizing the styles of others. And the real value of DISC is that once you know yourself and start recognizing these behaviors in others, you'll then understand how you might need to adapt a little bit to interact with others in the most beneficial way. I've provided this session today, either individually or in groups, probably north of a thousand times. So I'm gonna say every time, the participants in the discussion walk out with a fairly new outlook on their coworkers, their boss, and themselves. And when we can start talking in DISC language within our teams, our employees, our bosses, and our peers. We can start thinking about and communicating using the disc, approach the DISC, and understand it changes the game.

I've seen this change, the dynamics, the inner workings of teams of all sizes, of all types. Non-profit, aerospace, industrial sales, you name it, b2b, B to C, no matter the industry, the size, the type of company, this works with everybody. I'm a huge fan of it. And I'll get out there right now that I provide disc profiles and DISC assessments, and I'll put it in the show notes. If you have not gotten your own DISC profile, I'll put in the link. Non-profit, aerospace, industrial sales, you name it, b2b, B to C, no matter the industry, the size, the type of company, this works with everybody. I'm a huge fan of it. And I'll get out there right now that I provide disc profiles and DISC assessments, and in fact, I'll put it in the show notes.

If you have not gotten your own disc profile, I'll put in the link.

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Hiring managers often judge candidates based on subjective rather than job-related criteria. This leads to less-than-stellar hires and all the baggage that comes with them. The Average Cost Of A Mis-Hire Is 200% Of the Annual Salary. Hire Smarter, Save Time and Frustration by using the DISC Skills Assessments. Make Unbiased Decisions on the Best Take the guesswork out of your screening process and hire people based on how they actually do the job. Structured Interviews, resume screenings, and Pre-interview calls are only part of the mastery of hiring the best people.

Add in a DISC assessment, and your ability to predict job and culture fit soars. This is because recruiters and hiring managers often judge candidates based on subjective rather than job-related criteria. Get Your Free DISC assessment.

DISC Assessments are the same for everyone. Other assessment methods, like screening calls and unstructured interviews, can be unfair. Interviewers ask different questions to different candidates, and there's no consensus on how to rate candidates' answers. DISC, by contrast, is standardized and administered in the same way to all candidates. If they're crafted according to strictly job-related criteria, they give everyone the same opportunity to succeed. DISC will save you time on interviews.

Assessing 20 traits during an interview would be time-consuming and exhausting for both candidates and interviewers. You can assess some of these traits through pre-employment testing instead. It's best to assess job knowledge through tests to avoid losing time interviewing candidates who can't do the job. You can also evaluate certain skills through tests like typing speed, written communication, or problem-solving. Evaluate candidates quickly and fairly

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During this podcast, I want to share with you an important truth about leadership: As I was thinking about the topic for today, I reminisced back to all the great managers who were really impactful leaders.

Both ones I worked for and have worked for me over my decades of experience. I started thinking about a few things they all had in common and came up with some strong commonalities.

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It came down to their approach and attitude as bosses and how they truly valued their employees. All of these managers were top performers year after year. They worked less and accomplished more.

They all had successful careers advanced in their company, and their employees respected the hell out of them.

They truly made considerable contributions to their companies, and even in bad times, they stood out as being far less impacted in down economies or even recessions.

They all were able to achieve superior results compared to their peers consistently.

What was it?

It was how they valued employees as human beings. And as I thought more, I captured what I believe are the 3 Habits all of these exceptional leaders had in common.

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So let's get into it.

But Let's first be clear on the difference between leading and managing.

Management consists of controlling a group or a set of entities to accomplish a goal.

Leadership refers to an individual's ability to influence, motivate, and enable others to contribute toward organizational success.

Influence and inspiration separate leaders from managers, not power and control.

Unfortunately, Nowadays, survey after survey demonstrates a shift toward managers being more focused on management.

By doing this, they may be losing their team members' respect. Yeah, they get things done but with a more difficult burden of doing so.

Also, there is a perceptual confusion that treats both management and leadership as the same, which is not a mere reality.

So, in this leadership tips podcast, we will dig deep into the 3 Habits of Exceptional Leaders on how to shift your mindset and thoughts and move from a Management-heavy style to a more effective leadership style.

What is so critical to these three tips is that they are so simple—but often missing.

It is Valuing people.

Showing how much you value your team members is a necessary (soft) skill, sadly missing from many managers' toolbox today. To change. It takes both mind and heart to do it effectively.

But doing it well will seamlessly drive your employee's success and commitment down the path of higher productivity, better service, and profit.

If you're a manager, especially a new manager, you need to pay attention to these 3 Key Habits.

It is most likely No one else will tell you these simple soft skills on how to motivate and inspire your team to respect you and perform at extraordinary levels.

Today I'm going to supply you with some ammo.

And hey, If you are a more seasoned manager who is looking for that next gear for driving success and making your job easier, these 3 leadership tips will go a long way to you achieving that goal.

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Communication is essential to the human experience and being a great leader. This short podcast wants to carve out the topic of taking things too personally and tie it to the topic of difficult conversations. In my podcast on difficult conversations, you may remember that you want to avoid any pre-determined perceptions at all costs. Go into any tough conversation with an open mind. If not, you will wind up feeling stressed out, unhappy, and anxious over conversations; AND you may be taking things a little too personally all the time.

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In fact, communication skills are an important and often neglected part of guiding yourself to highly effective leadership. Guarding happiness and regulating emotions can be difficult if you don't stop projecting insecurities onto those around you and assuming the worst.

So how can you relearn communication skills that will decrease stress and anxiety and improve your overall happiness? Leading to be a much more confident leader.

"Don't take anything personally."

What that means is ... realize nothing other people do is because of you. This powerful best practice acts as a reminder that self-limiting beliefs rob you of confidence. And will create needless self-doubt. This best practice is so simple yet so profound: Safeguard your mind from unnecessary emotional rollercoaster rides.

You can apply this best practice to every facet of your life, including your work life, love life, dealing with your kids, your parents, your neighbor, your boss, the person at the grocery store … the list goes on.

Let me share a formula to deal with potentially hurtful behavior from others, boiling it down to You have a choice on how to interpret events and feedback from people. You see, Each person sees the world in a unique way, so how others treat us says more about them than it does about you.

Realize that each person has a subjective reality and that their views are only their views. No facts about who you are and aren't based on your truth. In other words, you don't have to believe them.

Limiting beliefs control your reality. Many limiting beliefs stem from a casual comment someone made that you internalized or took as truth.

People project their personal hurts, wounds, and stories onto the person they are talking to. The guide is to remind you that, in part, everyone is walking around projecting, so remember not to take things personally. Meaning that whatever the person is saying is most likely more about them than you.

OK, so now you understand the best practice of not taking things personally. But ... you're human. how do you reduce stress and conflict and improve confidence in your life with this method?

Here are 4 ways to stop taking things so personally:

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LinkedIn

Who is running you? Are you running things, or is your job or business running you?

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Well, if you ARE one of the many managers or executives who feel overwhelmed at times and go home at the end of the day feeling like you did not get anything done.

Do you feel like your phone rings all day?

Are you often frustrated because it seems like the only person who can get things done?

Or does it feel like your career is stalled?

This podcast is for you.

Well, my friends, you are not alone. Whether you said yes to one or all of these questions. During this show, I will share all I know about creating healthy and productive delegation skills during this show! These are likely the cure to your situation. One of the most common ways of overcoming this burden is to learn how to delegate your work to others.

Good delegators can build solid and successful teams that are more than capable of meeting the demands of a heavy workload. This is why Delegation is such an important skill to learn! You see, there is always a win-win with Delegation.

There are many possible reasons why people might be afraid of handing over tasks or responsibilities:

You Are Worried About Dumping Their Work on Others Who Are Already Busy.

You May Feel Threatened.

Maybe You Don't Want to Lose Control.

Your support, guidance, and patience will quickly overcome these hurdles. Nothing good comes quickly. Don't give in to your urgency; give it a little time. Understand that different people learn at different paces, and most will not learn the same way and at the same pace as you.

Don't Lose Patience and Think It Would Be Quicker to Do It Yourself

Everyone takes time to learn something new. The more support they are given at the outset, the more quickly they will be able to do the work themselves. You may convince yourself It Seems Like a Lot More Work Than It's Worth.

The most significant barrier for owners, executives, and managers to start delegating the workload is thinking about it. Oh my God. It's an additional task.

You must get Beyond "Putting Out Fires.

Most organization leaders are so busy putting out the day-to-day fires that they remain stuck in the rut of doing things the way they have always been done—for better or worse. They rarely find the needed time to discover new solutions and opportunities that will allow them to rise to the next level of success. By approaching their position that way, They rarely achieve their full potential professionally.

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If you have been frustrated with the quality of your employees, then let me ask you. Have you ever been formally trained on how to interview? Most answer no. For listening to the business mechanic show, I will put a link in the show notes for a special free offer.

Get my online course, How to Hire Great People. It will give you video training on the interview technique I'm pretty certain you don't use or even have thought about using. You will get the instruction and tools, including all the interview questions you need to hire great people. I promise you that those questions are not the ones you are asking now. Check it out and take advantage of the free offer.

The good news is that you can overcome the typical delegation obstacles that keep you from achieving Results-Driven outcomes. However, this requires commitment and effort. Let's look at each of the most common tools and best practices for Effective Delegation.

When to Delegate?

Does the task provide an opportunity to grow and develop another person's skills?

Do I like doing this task?

Is this a task that I should delegate?

Be careful not to micromanage. However, this doesn't mean that you must surrender control altogether.

Let me get this out there. Money DOES NOT Motivate employees. Period.

In this show, I will share with you why Money is not a good motivator and what really does motivate your employees. It's not easy. Nope

It requires a long look in the mirror and the acceptance that you can be a better leader and motivator. You must stop accepting the excuses you've been feeding yourself and your boss. You have to commit to the personal development of the approaches I share with you today.

Then work on yourself and how you lead your team. Many you have on your team right now can be motivated to much higher performance. But that is on you, not on them.

You see, there is the challenge for many managers who are untrained and unknowing of how to lead and motivate employees. It's up to you to develop a leadership approach that will bring out the very best in almost everybody you have right now.

They probably cannot be motivated if you've hired the wrong person or a bad fit for the position. But the fact is YOU Hired Them. So you have to own that. And now you have to deal with that situation. Find my podcast on Performance Management from April 22nd, 2022. I've put a link in the show notes for you to go learn from it.

So back to motivating your employees. There is no quick fix or silver bullet. There is no hack or shortcut to this topic. It takes commitment from you to pick up on the steps I share with you today and adopt them one by one.

Practice them one at a time. But know it will require a change in your mindset to acquire the ability to be a great motivator. In it is my true belief everybody can be a great motivator. It does not require a special personality. You don't have to be a huge vibrant personality and be Rah Rah. No! That is not what it takes.

First, back to Money, not motivating employees. What does? Well, research shows that personal recognition is more effective than monetary rewards in maintaining long-term performance.

Yet many managers steer away from performance-based rewards because they have the wrong mindset. One that might be something along the lines of "they are just doing their job. Why should I reward them for that? They get a paycheck.

There are several valuable approaches for supporting, encouraging, and rewarding your team members to drive high individual performance. For example, we teach many managers the hows and tools for coaching and performance feedback skills. And while a full-fledged performance management program is best, in its absence, we encourage organizations to begin using cost-effective, appropriate rewards to motivate and acknowledge results-driven employee performance. Here is the link

Just a certificate of appreciation or pin or handwritten card is amazingly effective. One of the most critical elements is you; understanding the passions, drivers, and the "what gets me out of bed each morning" question for your employees is vital. Why? "We hear from many bosses who believe that the only significant expression of gratitude they can offer people is padding their wallets with raises and bonuses.

Yes, "It's vital to pay people appropriately, but there's only so much money to go around. It's You, as their manager, is what creates a sustained long-term desire to do a good job. That makes gratitude all the more meaningful and valuable as a leadership tool."

This gratitude that you may believe may not be sufficient in the minds of your employees. It's what they want, not what you think they want in appreciation. Sadly most managers do a poor job of showing gratitude.

Studies show from Gallup that Only 1 in 3 people feel they were well-recognized the last time they went the extra mile at work. A mere 25 percent of the workers surveyed said they felt as though their employers consistently valued their hard work—a drop of 16 percentage points from the previous year.

Set yourself up for success by gaining the knowledge, skills, and tools to hire great people. For listening to this podcast, I am offering our online training course, How to Hire Great People, for Free.

As a motivator, you are your own secret weapon. Time with you outside of work for lunch or coffee; maybe dinner is a huge motivator. Time to get them to know you a bit and to get to know them is a significant deposit into the motivational back account.

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When I became a people manager, I knew there were some things I would have to learn and develop.

I knew I would be responsible for making decisions, including some that may not be popular, and maybe have more of a say in big decisions.

I didn't, however, anticipate some of the ways my day-to-day role would evolve.

Here are a few things I wish someone had told me when I was first starting out.

1. It's lonely at the top.

One of the first thoughts I had as a manager was, "wait, where did everybody go?"

As a leader, your circle changes: you're on a different level than your former peers, and you may.

In fact, I learned a valuable early lesson about not making that separation from my former peers.

What did I learn?

1. It's not just about you anymore…

I'm an executor and an achiever, but being a manager is about more than that.

The transition to management means that the days of focusing on exceeding your own goals are gone: your focus is on bringing the whole team to success.

How do you get others to have the same drive and determination you have?

Especially When you're used to spending time cranking out your own work, You will need to learn to work a different muscle that's focused on leading and growing your team to its own version of success.

Which means you must learn to lead.

No matter how good you are at the tasks, your knowledge will mean little if you cannot translate that as a coach and train your team on the same things you know.

Then you will have to inspire and motivate them to work hard and achieve the goals for you.

Rember always, People work for people, not companies. What they achieve or don't achieve is based on YOU and your ability to LEAD.

1. Winning as a team feels great.

It's true: as much as it feels great to beat your own goals, it's even more thrilling to win as a team.

There is a lot of joy in knowing you've supported people to do their best work and achieve their goals, and the impact you can make as a whole team is much bigger than you could do alone.

You must learn great communication skills and be able to inspire team performance.

And on that subject. I want to give you a free offer for listening to or watching The Business Mechanic Show.

Use the link in the show notes and take advantage of our course Effective Communication. For FREE

You'll learn the critical knowledge required to communicate and work smarter, not harder. And gain the skills and tools to get the most out of your interactions with your team, peers, and boss.

Free Effective Communications Course

Here's a key leadership tip for you. Remember that when your team wins, the credit goes to them, not you.

Never can you take full or even partial credit for your team's accomplishment.

Conversely, when they fail, that is your fault, and you must accept all the blame. Always have your team's back.

I had to learn this early.

Defending your ego by blaming coming up short or making mistakes with others is easy.

Don't do it. Take the blame, Own it, Learn how not to let it happen again, and move on.

Even if you feel it is not your fault!

1. You can't always do it better.

You've probably had former managers who did things that made you think, "When I'm a manager, I'll never do that.

Although that's a great daydream, it's not always reality.

I never understood some past managers' decisions or actions until I became a manager myself.

The fact is, while it may seem like a manager holds all the power, sometimes their hands are tied, and they can't make changes even if they want to.

Sometimes they have to give hard feedback or difficult answers even when you know it will not be very popular to do so.

Being liked is nice but not required to be a leader.

You must be respected.

1. People are paying attention.

As an individual contributor, the circle of people who notice your success or failure is important but not necessarily extensive.

As a manager, a lot more eyes are on you;

how you react, interact, and lead all impact your team.

It's imperative to be unbiased and respectful, follow the rules, and be positive. Your team feeds off of you.

Deploy equal accountability and expectations. Don't show favoritism in any way.

You are judged by what you say and do every day. I often describe it as a documentary film crew following you, capturing your every move and word.

Your associates are watching and judging you all day, every day.

Actions you may perceive as minor can have an outsize effect on someone you manage, so it's important to be mindful.

Be careful with your words and actions. Think about the unintended perception you may create.

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One of which I wish I had when I was setting out

How to Be an Inspirational Leader

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LinkedIn

The solution to the Great Resignation may be found in the manager. Not necessarily is it a societal phenomenon brought on by the pandemic.

It has been important for a very long time that to be an effective leader, you must manage your employees' feelings.

That is the heart of them doing an excellent job for you. It's That connection you and only you as a leader can create.

Being a leader must be earned, and it is never easy. Always remember they work for you, not the company.

So when they either quietly quit or fully resign, they are quitting you, not the company. At the same time, the employees you have that work hard and go above and beyond may have natural strengths and drive that others don't, but still.

You can easily squash their motivation by handling your leadership responsibilities ineffectively. It is all too common that I hear about great employees becoming problem employees.

When the investigation is completed, it is always something done by a manager or communicated by a manager that took the connection or drove right out of them.

When you put the wrong fuel into a high-performance machine, you get lowered performance, if not an outright breakdown. But let's face it, the idea of becoming a touch-feely leader sounds inherently soft and weak.

For those of you who lack empathy or the feels for people, this sounds distasteful, however, if you think about it.

In order to achieve all the goals you are responsible for, and if you desire to grow and achieve, taking what I share in today's podcast and making it a part of your leadership style will make your job easier and you much more respected and effective.

Now I know, To the most cynical managers amongst us, anything interpreted as guidance to be kind and nice to employees -- at the direct expense of setting aggressive goals and holding people accountable for achieving them. Lead From the Heart? No, thank you.

Listen up. I think you may find greater success in what I share.

So what strategies can managers employ to ensure they're appealing to their employees' emotional drive and building a strong leadership connection with them?

Here's a quick list to get you started on the four key skills to be a Results-Driven Leader

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LinkedIn

The cure for your employees who are quietly quitting

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The trend toward quiet quitting -- the idea spreading virally on social media that millions of people are not going above and beyond at work and just meeting their job description -- could get worse.

This is a problem because most jobs today require some level of extra effort to collaborate with coworkers and meet customer needs. In today's podcast, we will discuss What is quiet quitting? What is causing your employees to become quiet quitters?

Is it just how the candidate pool is today or is something in your organization creating it? We will discuss Engagement What is the definition?

What, Why, and How to Improve It

And, of course, we will talk about what is the cure for having quiet quitters on your team.

Quiet quitters are simply employees who are not engaged. Many quiet quitters fit Gallup's definition of being "not engaged" at work -- people who do the minimum required and are psychologically detached from their job. And according to Gallup, This describes half of the U.S. workforce. Scary

Everyone else is either engaged (32%) or actively disengaged (18%). The latter are "loud quitters." That 18% of actively disengaged employees tend to have most of their workplace needs unmet and spread their dissatisfaction -- they have been the most vocal in TikTok posts that have generated millions of views and comments.

Surveys indicate that management spends about 70% of their time having to deal directly with these actively disengaged employees or the problems they create from being actively disengaged. They infect other employees with their negativity. They are undermining and criticizing.

They often cause missed goals or infighting or demoralizing those around them. They behave in ways that are either passive-aggressive or aggressive aggressive.

Either way, they are disrespectful and create fires that you have to deal with and spend too much time on. Heads up. Most employees who are not engaged or actively disengaged are already looking for another job. But they are still on your team and payroll.

Many estimates say that is about 70% of your workforce. Yikes. The Workplace Has Gotten Worse for Younger Employees It's even worse for your younger team members. Gallup finds a decline in engagement and employer satisfaction among Gen Z and younger millennials below age 35. This is a significant change from pre-pandemic years.

Since the pandemic, younger workers have declined significantly in feeling cared about and having opportunities to develop. Think about that for a minute. They don't feel cared about and are not being developed. Hmm, where does that come from?

More on this later. The percentage of engaged employees under 35 dropped by six points from 2019 to 2022. And during the same time, the percentage of actively disengaged employees increased by six points. Younger workers have dropped ten or more points in the percentage who strongly agree that someone cares about them, encourages their development, and has opportunities to learn and grow.

Fully remote and hybrid young workers dropped 12 points in strong agreement that someone encourages their development. Disturbingly, less than four in 10 remote or hybrid employees aged 35 and under clearly know what is expected of them at work.

Here are the Courses You Need to Cure Quiet Quitting

How to Hire Great People

Performance Management That Works

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