Encouraging Motivated Employees & Avoiding Burnout from Others’ “Quiet Quitting”

The negative impact from the former cohort is likely observable through decreased production or a material dip in work product quality, but the latter group of overachievers may march towards a more insidious outcome and experience burnout. What can you do to help overachievers help themselves to thrive in their roles?

1)     Set Clear Expectations

When you assign a project, provide guidance on what your desired work product or result looks like and what you expect it will take to achieve this outcome. For example:

• • • How much time should the project take?
    • Have you provided samples of what a job well done (versus over done) looks like?  
    • What final product do you expect -an outline in soundbites? rough draft? best attempt at a client-ready final product?
    • What are some go-to resources for information, support, and subject matter expertise?
    • If you have assigned the task to others in the past, reflect on their experience and output to inform your guidance
    • If the employee is new or just new to the task, ask questions to learn their capabilities and relevant experience, and schedule a check-in early on to gauge progress and course correct

2)     Provide Context for Positive Feedback

There are two types of feedback: 

• • • Re-directive feedback educates the employee of any performance that falls below expectations with the goal of course correcting and improving
    • Positive feedback highlights discrete components of performance that meet expectations so that the employee can identify positive, repeatable successes

Managers are well-versed in both types of feedback, at least in theory. If someone falls short of your expectations, providing re-directive feedback on how something should have been done generally comes more naturally as you model behavior or performance.  

Unfortunately, managers frequently miss the mark on delivering positive feedback because they fail to share details that level-set appropriate investment of energy and attention. We have observed managers express frustration after sharing vague positive feedback and then receiving follow-up requests from employees for more context; “I told her she was a superstar -what more does she want?”

The key is specificity; what, precisely, defines positive performance?

Consider this scenario:

Colleen joined the company six weeks ago. Based on her experience as a recent hire, her manager asked her to share general impressions of her onboarding experience at the next team meeting. Fast forward: post team meeting, Colleen asked her manager for feedback on what she shared, and her manager replied, “That was great!”

What Colleen heard: the hours you spent researching onboarding best practices, creating mock schedules for meet-and-greets, technology training and self-study, and training yourself on PowerPoint animation for the 7-slide deck was all time well spent since it was “great work!”

What the manager thought but did not say: The three final suggestions Colleen shared deserve more conversation, but she went far beyond sharing “general impressions.” I expected a few thoughts presented as bullet points, not an overview of onboarding or proposals for a revamped plan.   

Colleen’s manager should have acknowledged that his request for “general impressions” needed  more definition, and committed to being more specific in defining future assignments.  Instead, the positive feedback he shared with Colleen reinforces that delivering more than what he expected is welcomed and encouraged regardless of the excess time and effort invested.

3)     Support Team Members Who Lean Towards Overachievement 

Is “meeting expectations” enough?

Managing an overachiever requires delicate navigation of their natural tendencies along with many of their employers’ assumptions and messaging.

Typical performance reviews frame and label employee performance. “Meets expectations” generally falls just on the downward edge of neutral -only one step above the negative “Needs Improvement”-with labels like “Exceeds Expectations” and “Outstanding” taking silver and gold, respectively.  

As a manager, how can you support overachievers’ self-preservation efforts to modulate down to a just-right performance? Arm yourself with information; talk to your team members and be clear and concise about what a job well done looks like. Where can you find common ground in the discussion of what they should stop, start, and continue doing to meet your expectations? 

If you’re curious about where your overachieving employees may be turning for advice? These articles tackle the challenge of “downshifting” from an employee’s perspective:

• • • “Why We’re Hardwired to Love the Hustle (Hint: It’s Complicated)” outlines how the “complexity bias” affects our perspective
    • Read about the heavy price we pay for the urge to achieve in this Harvard Business Review article “How to Dial It Back When You’re a Chronic Overachiever“
    • Susan Cain, called “the fairy godmother of introverts,” includes the following guest article on her site: “Want to Be Happy at Work? Care Less About It“

Interested in learning more about how to avoid burnout and retain your best employees by encouraging just right performance? Contact us today to learn more about our service and how our team of experts can help your organization.

Informed, long-term financial planning is essential to secure important retirement outcomes – those that meet both planned and unanticipated events; however, to prepare for an optimal, healthy retirement we must also invest effort in building paths to satisfaction and fulfillment in life spheres that transcend the piggy bank.

Here are some key areas for exploration that deserve to be on equal footing with financial analysis. Each question and follow-on discussion will build on the preceding one to help flesh out some of your unique best options.

Once you retire from full time employment . . .

                                    . . . how will you define yourself?

While members of the work force we define much of our identities by our jobs. When striking up a get-to-know-you conversation with a stranger chances are we have an urge to anchor ourselves in large part by using our professional role.

Retirement indicates a transition to something less than full time work, and sometimes no paid work at all. What will you add into your life to help redefine your current identity? Fast forward and picture yourself meeting someone new. If they ask what you do rather than saying “I used to . . .,” how will finish the sentence “I am. . . “?

                                    . . . how will you spend your day?

When the workday routine ends many feel adrift at sea. Our lives on the job are defined by what needs to get done on behalf of a larger organization. You have a general sense of what others expect you’ll do each day to get closer to the finish line; much of our existence – our to-do list, our physical presence, our attention – is spoken for on some level.

After a lifetime of working, it is only natural that we dedicate part of our new-found freedom to pleasurable things that we either didn’t have time to do, or had to pack into the moments between work responsibilities. Part of the romantic vision that some assign to retirement is that it is one long vacation.

Vacation during our work lives gives us a chance to break away and do something different, usually for a week or two. What if there was no return-to-work date looming? We humans crave novelty so there should be enough variety in our lives to meet that basic need. Having too much of a good thing like prolonged leisure may disappoint, unless we introduce diversity in how we spend our time.                           

                                    . . . how will you connect with the world?

This question has two parts. First, even if you wouldn’t consider everyone you work with a friend, the workplace and job responsibilities naturally create a swirl of social interaction and human connections. Once you turn away from the built-in social network of team members, colleagues and clients where will you find a replacement for the basic human need of social engagement?

Second, how will you feel connected on a more philosophical level, to something beyond yourself? Whether it’s spending time in nature, studying your spirituality, volunteering or engaging more deeply in your community needs, using our time and talents in engaging with the world satisfies our need to be a part of something outside of ourselves.

                                    . . . how will you balance your needs with those of others?

Our personal lives bring many of their own obligations. Whether it’s as caregiver or as partner in a relationship, parts of our lives are dedicated to addressing other people’s wants and needs. What will you commit to doing for yourself? First, and most importantly, take time for self-care so that you can bring the best version of yourself to whatever you do. Preserve time for your hobbies, new learning opportunities, formal education for things that are of interest rather than must learn for our jobs.

If you have a hard time saying “no”, then I urge you to start practicing. You may be tempted to fill your dance card, however, one of the benefits of retirement is taking the time to do the things for which you never had time. Prioritize service for others that you feel are must-do’s, and give yourself time to settle into your new chapter before you commit yourself to the nice-to-do’s.

                                    . . . will you want or need to work?

People who return to paid work after retirement don’t all do so because they need the money. For some, primary motivators for seeking work could be that they crave socialization, a sense of structure, intellectual stimulation or a way to remain active. Regardless of your current retirement plan you may want to be prepared for an eventual job search. Craft a resume that shows your accomplishments in relation to the role you’d like. Keep track of start and end dates from prior roles for easy reference when filling out applications. If you’re on LinkedIn stay engaged in light-touch ways that keep you connected virtually with those in your circles.

Transitioning to retirement poses challenges for many, today more so than ever. People are living longer, healthier lives and recognize the value of continuing to stimulate the mind. The key to success is redefining the notion of retirement: finding new ways to connect with personal passions, contribute to the community and lead a fulfilling life. With the trend and emphasis to bring one’s whole self to work, we should also consider the whole self when thinking about retirement.