In the past couple of years, there has been a shift in the mindset of workers known as “quiet quitting.” This term refers to individuals who prioritize work-life balance and reject the idea of hustle-culture. However, there is another type of worker who goes against this trend, often referred to as “loud laborers” by organizational behavior professor and business school dean André Spicer.
Unlike quiet quitters who focus on their work, loud laborers place a greater emphasis on promoting themselves and gaining attention. These individuals talk extensively about their tasks and accomplishments, sometimes even exaggerating their achievements. They are active on professional social networks, using them as platforms to showcase their work.
Nicole Price, a leadership coach and workplace expert, offers two ways to identify a loud laborer: a lack of visible work and excessive talking about their work. On the other hand, an individual who confidently asserts themselves at work without seeking constant attention can be seen as someone who simply wants to shine a spotlight on their accomplishments when appropriate.
The existence of loud laborers can be attributed to various factors. Some individuals may engage in self-promotion due to low self-esteem or insecurity, seeking external validation and recognition. Others may feel the need to constantly self-promote because they are not receiving enough attention from superiors or colleagues. In some cases, individuals may simply be overly confident about their work and feel the urge to constantly boast about it.
Unfortunately, the behavior of loud laborers can negatively impact teams and careers. Constant self-promotion can be off-putting and create a sense of competition rather than collaboration within a work environment. This can lead to a diminished sense of cohesion among team members and a negative impact on team morale.
To address the issue of loud laborers, it is important to establish clear boundaries. Leaders should set expectations during team calls or meetings, emphasizing the need for direct discussion focused on the work itself. Additionally, leaders should evaluate team members based on their actual performance, not just their ability to self-promote. This encourages individuals to focus on their work and ensures that quieter members receive recognition for their contributions.
In order to tackle the presence of loud laborers, companies and leaders can take several steps. Firstly, they should recognize and appreciate the value of quiet and unflashy work, as it often plays a significant role in keeping an organization running smoothly. Secondly, leaders should acknowledge and value different work styles, understanding that both vocal and quieter individuals can contribute to a diverse and effective team. Lastly, open communication and constructive feedback are vital in addressing the issue. Team members who consistently emphasize self-promotion should be given feedback that encourages a balance between showcasing their work and actually delivering results.
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