Commitment to Listening: Effective leaders understand the importance of active listening. This means putting aside distractions and giving our full attention to our employees, clients, and stakeholders. By actively listening, we build trust, foster stronger relationships, and gain valuable insights that can help us make better decisions.

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 David Price.

David Price is the CEO and Founder of The Price Group — one of the fastest-growing agencies in the insurance industry. He entered the industry in 2018 with a strong focus on Final Expense Life Insurance. David became the fastest millionaire in the industry depositing over a million dollars in his bank account within 36 months of getting his insurance license and making over 1 million a year in his 4th full year as a licensed agent. He has created a simple and effective system that has enabled many people to achieve multi-six-figure incomes from the comfort of their own homes. David firmly believes that anyone, regardless of their profession or skill level, can obtain a license and create a 6-figure income with hard work. As the owner of the fastest-growing agency in the industry with Senior Life Insurance Company, David has personally mentored some of the most accomplished sales agents in the country. His unwavering commitment to helping others achieve success has earned him a reputation as a leader in the insurance industry.

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 at the age of 13 was as an electrician helper during the summer. Despite having to wake up at 5 in the morning and drive from New Jersey to New York, and often not getting home until midnight most days, I was putting in 80 hours a week. Looking back, I didn’t know any better and all I wanted was to earn money. However, this experience shaped the leader in me today. At a young age, I was exposed to the value of hard work and it instilled in me a strong work ethic. It taught me the importance of perseverance and determination, and helped me develop into a hardworking individual who is willing to put in the effort to achieve my goals. It was more than just earning money, it was about learning the value of hard work and the rewards that come with it.

We’re talking about quiet quitting in this series. What’s the greatest lesson you’ve learned from a job you decided to quit?

The greatest lesson I’ve learned from a job I decided to quit is that “quiet quitting” is not the right approach. Instead, it’s important to prioritize doing the right thing and communicating openly with those you are working with.

Firstly, always doing the right thing is crucial when it comes to quitting a job. It’s important to make sure that you leave a job in a professional and respectful manner, following proper procedures and protocols. This includes giving proper notice, completing pending tasks, and tying up loose ends. Doing the right thing even when quitting shows integrity and professionalism, and it can help maintain a good reputation in your industry.

Secondly, effective communication is key. It’s important to have open and honest conversations with your employer or colleagues about your decision to quit. This allows for a clear understanding of the situation and helps to prevent any misunderstandings or miscommunications. It’s also important to communicate any concerns or feedback you may have had during your time in the job, as it can be valuable for your own growth and for the organization’s improvement.

Lastly, the grass may seem greener on the other side, but it’s important to carefully evaluate your decision to quit. It’s essential to consider the reasons why you are leaving and weigh the pros and cons of your decision. Sometimes, quitting may seem like the easiest solution, but it’s important to thoroughly evaluate the situation and consider the potential consequences and impacts on your career and personal life.

Employee Engagement is top of mind for most organizations. How do you define an engaged employee?

As a CEO and Founder of an insurance company, I define an engaged employee as someone who is fully committed to their work and the success of our company. Engaged employees are enthusiastic about their roles and take pride in their work. They are invested in the company’s mission and values and are willing to go above and beyond to achieve its goals.

Engaged employees are motivated, productive, and consistently deliver high-quality work. They are proactive in identifying areas for improvement and are always looking for ways to enhance their skills and knowledge. They also have a positive attitude and work well with their colleagues, contributing to a positive work environment.

In short, an engaged employee is someone who is emotionally connected to their work, committed to the company’s success, and actively contributes to a positive workplace culture. At our insurance company, we believe that investing in employee engagement is crucial to building a strong, high-performing team and driving long-term business success.

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?

In our Employee Engagement portfolio, we are constantly striving to improve and add more value. Our team is always on the lookout for new initiatives and activities to enhance employee engagement across the organization.

One of the things that is working well in our Employee Engagement portfolio is the emphasis on continuous improvement. We are constantly seeking feedback from employees and using it to refine our programs and initiatives. This has helped us to make meaningful changes and address areas that may not have been as effective in the past.

We are also seeing success in our efforts to expand the responsibilities of employees. By providing opportunities for growth and development, we are able to keep employees engaged and motivated. This has resulted in increased job satisfaction and a sense of ownership among our team members.

However, one challenge we are currently facing is the trend of “Quiet Committing” among some employees. This refers to employees who may be committed to their work but may not actively express their engagement or participate in traditional engagement activities. To address this trend, we are piloting new approaches such as individualized check-ins, one-on-one coaching sessions, and customized development plans to better understand and meet the unique needs of these employees.

As goes the leadership, so goes the team. How do you hold leaders accountable for their own level of engagement?

It is important to ensure that leaders are engaged and committed to the organization’s mission and goals. The insurance industry is highly competitive, and the success of the company depends on the ability of leaders to inspire and motivate their teams to deliver high-quality products and services to clients.

Engaged leaders in the insurance industry are critical to maintaining high levels of customer satisfaction and retention. They play a crucial role in building strong relationships with clients, understanding their needs, and providing them with the right coverage and support. Engaged leaders also help create a positive and inclusive work environment that attracts and retains top talent.

To hold insurance leaders accountable for their level of engagement, it is important to set clear expectations for performance and provide them with the resources and support they need to stay engaged. This includes providing ongoing training and development opportunities, recognizing and rewarding their achievements, and fostering a culture that values and prioritizes engagement.

It is your responsibility to lead by example and demonstrate a strong commitment to the company’s goals and values. By prioritizing engagement at all levels of the organization, you can create a culture of excellence that drives success and growth in the competitive insurance industry.

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?

I believe that the key drivers of Quiet Quitting are a lack of time freedom and financial freedom. The pandemic has brought significant challenges for employees, including long working hours and financial uncertainty. Many employees feel trapped in jobs that do not allow them to achieve their desired level of time and financial freedom. This can lead to a sense of disengagement and lack of motivation.

What do you predict will be the next phase in the evolution of the employer / employee landscape?

In terms of the next phase in the employer/employee landscape, I predict that there will be a continued focus on flexible work arrangements and a greater emphasis on employee well-being. As the pandemic has shown, remote work is not only possible but can be beneficial for both employers and employees.

What leadership behaviors need to evolve to improve employee engagement in a sustainable way?

To improve employee engagement in a sustainable way, leadership behaviors need to evolve to prioritize empathy, transparency, and communication. Leaders should make an effort to understand their employees’ needs and concerns and address them openly and honestly. Providing regular feedback, recognition, and opportunities for growth can also help improve engagement. Additionally, creating a supportive and inclusive work culture where employees feel valued and respected can go a long way in improving engagement and reducing turnover.

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 . Commitment to Personal Growth: As a leader, it’s important to constantly strive for personal growth and development. This commitment involves setting aside time every day to learn something new, whether it’s through reading, listening to podcasts, or attending webinars. By continuously expanding our knowledge and skills, we become better equipped to lead our teams and drive our companies forward.

2 . Commitment to Listening: Effective leaders understand the importance of active listening. This means putting aside distractions and giving our full attention to our employees, clients, and stakeholders. By actively listening, we build trust, foster stronger relationships, and gain valuable insights that can help us make better decisions.

3 . Commitment to Empathy: Empathy is a critical trait for effective leadership. It involves putting ourselves in others’ shoes and understanding their perspectives, needs, and emotions. By practicing empathy, we create a culture of inclusivity, build stronger teams, and foster a more positive work environment.

4 . Commitment to Clarity: Leaders who are clear and concise in their communication are more effective at inspiring and motivating their teams. This commitment involves setting clear expectations, providing regular feedback, and communicating in a way that everyone can understand. By being clear and consistent, we create a sense of alignment and purpose that can drive our companies towards success.

5 . Commitment to Self-Care: Finally, as leaders, we must prioritize our own self-care. This means making time for exercise, proper nutrition, and restful sleep. By taking care of ourselves, we are better equipped to handle the challenges of leadership and inspire our teams to do the same.

What’s the most effective strategy you’ve discovered to get back on track when you break a commitment you’ve made?

One effective strategy could be to acknowledge the slip-up and take responsibility for it. It’s important to not beat yourself up too much about it, but to accept that it happened and move forward. Then, recommit to your goal and create a plan for how you’ll get back on track. This might involve breaking down your goal into smaller, more manageable steps or setting up systems to hold yourself accountable, such as setting reminders or tracking your progress.

Another strategy is to reflect on the reasons behind the slip-up and identify any triggers or obstacles that got in the way. Once you understand these, you can create strategies to avoid or overcome them in the future. For example, if you struggle with procrastination, you might try breaking tasks into smaller chunks or setting specific deadlines for yourself.

Finally, it’s important to be compassionate with yourself and remember that setbacks are a normal part of the process. Don’t let one slip-up derail your entire journey. Instead, use it as an opportunity to learn and grow, and get back on track with renewed motivation and focus.

Thank you for giving us the opportunity to experience a leadership master at work. We wish you continued success and good health!