Quiet ambition, the latest phenomenon to change the workplace
It’s no secret that in the post-COVID economy, business leaders have to deal with several emerging trends. Now there is a new workplace phenomenon called quiet ambition that has been identified in the US, and it is only a matter of time before it spreads to other regions, including Africa.
The reality in today’s market is that organisations are under pressure to deal with several trends, including quiet quitting, rage quitting and applying, and bare minimum Mondays. These trends are emerging at a rapid pace as employees and employers manoeuvre to achieve some sense of work-life balance.
In simple terms, quiet ambition refers to a scenario in which employees seek out opportunities to develop their careers and grow within the business, but do so by placing a premium on wellbeing and work-life balance rather than on profit, corporate titles and award recognition.
Some would argue that this flies in the face of true entrepreneurial spirit and the benefits of an open economy based on fair trade, equal opportunity and free economy.
But there is a flip side, and still others would point out that this desire is for personal wellbeing, health and the balance between home and family responsibilities and that of the workplace.
And so, like other post-COVID human capital management trends, workers are now motivated by ambitions to acquire skills and progress in their jobs, but not at the expense of their mental, physical and/ or spiritual wellbeing.
Balance is considered a pre-requisite before employees give their very best to an organisation.
From a human resources point of view, this is an interesting trend because it speaks to the psychological condition of the modern business landscape.
It’s not the first time we’ve heard about professional psychologies and healthcare workers expressing concern over an increase in the number of workers experiencing burnout and having to deal with stress on a daily basis.
If one was to try to place the trend in the context of trade and commerce, whereas in the 70s, 80s and 90s ‘climbing the corporate ladder’ was considered paramount to any chance of success, in today’s market higher ethical and moral aspirations are regarded as being equally important.
The reality for business managers is that advances in telecommunications, connectivity and lower cost of devices means that workers across many industries can work remotely.
The era of employee-driven determination, corporate social responsibility and focus on humanity in business, is here.