Dear Chuck Bower
Good morning! In our 25th year, we thank you, our loyal clients and partners. Here's to another 25 years of success and prosperity!
This newsletter discusses the topic of "Quiet Quitting", which we debunk. We're also going to share an important article about improving relationships when your drivers and motivators don't align to others.
As always, past newsletters are at www.HawthorneServices.com, and click Resources at the top of the page.
Sincerely,
Chuck Bower, 574-361-6166
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The Myth of Quiet Quitting 
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To hear it, we are undergoing a phenomenen called Quiet Quitting. In essence, many workers are no longer giving 110%, and instead, are only meeting expectations. They have decided that "hustle culture" is no longer advantageous.
Is this really new? Or is this a result of weak organizational culture? An undesirable boss and/or poor environment has always led to this malaise.
Our partners at Target Training International dispel the myth in a recent blog post. Jaime Faulkner's article focuses on clear reasons for this perceived problem. However, the responsibility for the problem lies with those organizations that still struggle to define what makes them exceptional, in both results and employee engagement.
Inflation and compensation is a real problem. Weak leadership is also a contributing factor. A perceived lack of recognition and appreciation will always weaken an organization. Ignoring a need to measure employee engagement doesn't absolve you of a problem!
Perhaps the real issue is a greater awakening to our sense of identity. This is not a generational issue. As a society, we continue to evolve, valuing "who we are", rather than "what we do".
If you need help dealing with these types of issues, reach out to us and leverage our years of experience. Call Chuck at 574-361-6166, or email us at Chuck@hawthorneservices.com. Thanks for source material from Target Training International, developers of the Talent Insights® and the TriMetrix HD®.
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Thriving in Interpersonal Relationships with Different Drivers and Motivators
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Darcy Sisson, with Target Training International, has excellent insights into improving relationships. In a recent blog post. she illustrates personal discoveries that she's applied. In these situations, Ms. Sisson found that disparities and differences between her drivers and motivators, and those of others, introduced opportunities for improvement.
A leading tip was respecting and honoring differences in your motivators. Not only is an appreciation for our differences important, but it builds trust to seek understanding. Communication takes time, of course, but these differences can be leveraged. Ms. Sisson also suggests another benefit, which is to leverage the other person(s) motivators to compensate for your own weaknesses.
In my own case, I've discovered that colleagues with vastly different motivators provide perspectives that I won't usually consider, but should! To avoid this trap, use a powerful, multi-science assessment to better understand others in your organization. Reach out to us, and we'll help you with the best tool for the job.
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