Listen to what is being said — or not said — through words and body language.
Quiet quitting is the emerging phenomenon of employee disengagement, essentially quitting on the job. What strategies do high-impact leaders deploy to motivate themselves and those around them to move from quiet quitting to quiet committing? Because, at its core, there is no change without commitment. Commitment to change ideas. Change beliefs. Change perspectives. Change routines, rituals and boundaries. Organizations change one commitment at a time. One leader at a time. As part of our series about “Quiet Committing: The Top Five Commitments High Impact Leaders Make & Keep To Themselves Daily”, we had the pleasure of interviewing Angelica Prescod, Motivational Speaker and Legacy Coach.
Angelica Prescod is a forward-thinking legacy builder who empowers the community with purpose development and strategy. She is a business coach and motivational speaker that provides actionable advice to disrupt the norm and change the future. Prescod, leading through her own experiences, teaches how to rest within success by being able to move forward in the things that you do well without applying pressure, anxiety, worry, or fear. She believes everyone can win.
Thank you for making time for our visit. What was the first job you had, and how did that job shape the leader you are today?
My first job was as a tutor. My responsibilities included being tasked to explain complicated concepts to individuals who had a different background than I did, different starting points and different opportunities to improve. What I learned in this position helped create the leader I am today. One of my biggest take-aways in this position is that everyone is unique, and it is our gift as humans to be able to find an opportunity to transcribe information in a way that is understandable and digestible to everyone. It also allowed me to see that people learn differently and that people appreciate things in their own ways. Individuals can hear the same information differently and as soon as you understand that it allows you to be able to translate your words in a way that is not only digestible but actionable to the audience in front of you.
We’re talking about quiet quitting in this series. What’s the greatest lesson you’ve learned from a job you decided to quit?
Sometimes people see something within you that you didn’t see yourself. In the beginning of my career, my passion was focused on the medical field. But I had an interaction with my father that was very eye-opening. He asked for me to consider another field, a field completely different than what I had set my sights on. It was challenging because I had spent so much time pursuing my first passion. When it came to quitting, I realized the next chapter for me was about evolving and finding a different identity within the framework of the corporate world. I applied and was accepted and have been in that field for many years. My father gave me the opportunity to think of myself differently and the courage to be able to rebrand and evolve and become even wider in my reach when it came to my purpose in life. My quit became my win. My win became my evolution.
Employee Engagement is top of mind for most organizations. How do you define an engaged employee?
To me an engaged employee is someone who not only sees the problems that are being solved, but also finds opportunities to anticipate and prevent problems from arising. They see the business as a place of employment and income, but also a place where they want to leave a legacy. To me, an engaged employee is beyond just the hours of work, it is a mindset, it is the ability to see things as if they are owners themselves and take ownership toward improving not only their income but the income and success of everyone around them, including the clients being served. They are full circle employees with gains on every side of where they touch.
Say more about your Employee Engagement portfolio. What’s working? What’s not working? And what are you piloting now to address the Quiet Committing trend?
When it comes to my employee portfolio and the things that work for my business, we prioritize the ability to spend time with employees outside the office. Spending time getting to know each other, learning each other’s likes and dislikes and finding common ground. The thing that I would say has not worked as well is thinking everyone has to start their day and end their day at the same time. Keeping everyone joined in one space and one moment is not essential for success. When it comes to piloting new ideas, one of the things we are looking at is finding ways to compensate employees for excellent work with extracurricular and fun activities. Things like go-karting or indoor skydiving to express gratitude for a job well done.
As goes the leadership, so goes the team. How do you hold leaders accountable for their own level of engagement?
The responsibility of being a leader is tremendous, not only during working hours but also in how we conduct ourselves after hours. When it comes to holding leaders accountable, it is important for leaders to know what the end goal for the business is. Micromanaging exactly how they achieve the goal is not necessary, but making sure the achievement is done when everyone involved has been edified and enabled to be even better and closer to their goals and expectations is essential for the win. When it comes to holding leaders accountable, the key things are — was it achieved, how was it achieved and is it repeatable? By holding leaders to these three key points, I am able to see whether or not what is being achieved is healthy and holistic and can be retracked and repeated by others.
The first phase of the pandemic ushered in the phenomenon called The Great Resignation, where employees left organizations to pursue greater meaning and purpose. Then came The Great Reshuffle, where employees left organizations to pursue promotions, pay and perks. Now we’ve entered a third phase, Quiet Quitting, where employees are deeply disengaged. What do you believe to be the key drivers of Quiet Quitting?
One of the key drivers of “Quiet Quitting” is the disillusionment of what corporate America has to offer. During the COVID pandemic, we dealt with the “Great Resignation” and the “Great Shuffle” of employees trying to find better perks and opportunities at other institutions. Now that things have settled a bit, employees are struggling with finding purpose in their work. Another thing I’ve noticed is the disengagement of employees and the inability or desire to get to know people one-on-one in the workplace. Since the pandemic, we have become at times distant on the physical and face-to-face front. We are no longer building real relationships that transition from one opportunity to the next. The lack of connection and disillusionment of what the corporate world has to offer is why we are dealing with this current situation and why “Quiet Quitting” is becoming so rampant.
What do you predict will be the next phase in the evolution of the employer / employee landscape?
I believe the next wave in the employment world will be what is called the “Great Equalizer.” Where employees and employers have a more symbiotic relationship that is mutually beneficial for all parties. This may include options for employees to work for an employer while also working for themselves, supplying a renewed sense of happiness, success, wealth, satisfaction and fulfillment as a person.
What leadership behaviors need to evolve to improve employee engagement in a sustainable way?
To do this, certain things in leadership must change. Businesses need to decide who is considered a leader. Different styles of leadership need to evolve moving forward as well. The concept that leadership can happen in both directions is novel. At times, the unilateral ideal that someone is a leader, and someone else is a follower, needs to move into a realm where all leaders are also followers. Intelligence should be recognized from whichever source it is coming from — no matter the position. Figuring out how we grow in a healthy and sustainable way will be to uncover the leader in all of us. To find the strength in all of us so we can truly capture the success that is really harbored within each individual present is the key to success.
Change requires commitment and happens one choice at a time. What are the top five commitments you make and keep to yourself daily that have a material impact on those you lead?
1. Being willing to be vulnerable and open to my feelings as well as understand the feelings of others.
2. Making sure pride does not get in the way.
3. Listen to what is being said — or not said — through words and body language.
4. Forgive myself and others. Mistakes are part of being human.
5. Finding the ribbon of hope in all turbulent moments. This allows me to be able to see the opportunity, even if things are not that great.
What’s the most effective strategy you’ve discovered to get back on track when you break a commitment you’ve made?
Admit your lapse immediately and make amends to the individuals who it affected the most. This is the most important thing to do. Recognition of what has taken place is imperative and taking ownership. After that, understanding that creating excuses for why it happened is irrelevant; the key thing to do is what you can control in the moment — which is getting back on track and not lose a grip on the work you’ve already put forward and the work that is still missing. Confess, clear the air, then continue.
Thank you for sharing these important insights. How can our readers further follow your work?
Readers can follow my work on my website and social media pages at:
Thank you for a meaningful conversation. We wish you continued success with your mission.