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Business Management Advice from Consultant Corey Shader: What Is Quiet Firing and Why Is It Bad for Your Business?



Business Management Advice from Consultant Corey Shader

In the last few years, quiet quitting has been widely discussed in business media, as some employees have shifted to not going the extra mile and only doing the minimum that’s required of them. Consultant Corey Shader says another similar practice has emerged as well, and it’s one that is not good for any business.

It’s called quiet firing, and it can have disastrous effects on not just the employees it’s directed at, but the entire employee base, too. In the end, if not avoided, quiet firing can have long-term negative ramifications for all businesses.

Below is a further explanation of what quiet firing is, and why it can be so damaging for employers.

What is Quiet Firing?

Quiet firing is a term that describes managers who don’t provide the proper support, training, development and/or coaching to their employees, which ultimately results in those employers being pushed out the door.

It can be done directly, with intent, or it can be done indirectly, through bad management practices. Either way, it’s a passive action that managers take that creates a hostile work environment for the employee, so much so that they decide to quit on their own.

Before the employee actually quits, though, they often transition to quiet quitting. In other words, when employees don’t feel respected, they often scale back their own production to just do the minimum before they ultimately quit.

How Companies Practice Quiet Firing

There are many different ways that companies might practice quiet firing. One example is when managers don’t help their employees set goals, help them track their progress toward those goals and/or don’t give proper feedback along the way.

Managers who are overly critical but don’t praise their employees often also show signs of quiet firing. They are creating an environment where employees don’t feel valued.

Some managers may not be inclusive, keeping their employees out of the loop on important topics, hoarding the important responsibilities and, as a result, getting all the credit for themselves when things go right. Then, when things go wrong, these managers are quick to blame their employees for the failures.

Managers need to give individual attention to their employees and invest in their growth and success. After all, the overall success of the company is predicated on how well each employee performs.

Why Quiet Firing is So Bad

Even if the employee who is the target of the quiet firing no longer deserves their job, quiet firing is not the way to go about the situation. Corey Shader says that this practice can have widespread negative effects on the entire employee base.

Employees are observant, and they talk to each other. If one person is being treated unfairly and is being quiet fired by their manager, then it’s very likely that others know about it, too. This word can spread like wildfire throughout a company, leading other employees to wonder if they’re next.

A toxic culture is never a good thing at a business, no matter whether it’s directed at one person or a small group or the entire organization. All businesses should work hard to recognize whether their managers are engaging in quiet firing, and take necessary steps to prevent it.

About Corey Shader

Corey Shader is a self-made entrepreneur, consultant, investor, real estate developer, and founder of several companies, notably Insurance Pipeline. Operating primarily out of Ft. Lauderdale, Corey’s endeavors span across the nation, consulting for start-ups, and sitting on the board of digital media and senior healthcare agencies. As a consultant, Corey helps young businesses develop sales funnels and maximize profitability. Shader takes pride in challenging others to push themselves to be their very best — he believes in constant self-improvement, inspiring others through sharing his own life experiences.

I cover national business news and lifestyle for Metic Press. Previously, I've written for TIME, Newsweek, the New York Daily News and VICE News. I am also an editor at HuffPost, a small business news room for a young audience.

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Top # US military leaders of all time



US military leaders of all time

Throughout its history, the United States has been involved in many conflicts, both domestic and abroad. As the world’s most powerful military force, it’s easy to see why US military leaders are held in such high regard in the historical record. Here are some of America’s most exceptional military leaders.

#1 George Patton (1885-1945)

George Patton was a General in the United States Army during the Second World War. He was in charge of the 7th Army in the Mediterranean theatre of WWII and the 3rd Army in France and Germany, following the invasion of Normandy in 1944.

Patton polarised people during his life and his image continues to be a point of contention in contemporary circles. He was seen as hard-working, colourful and a brilliant military strategist tactician; however, his achievements were often overshadowed by his public comments and vulgar speeches.

#2 Douglas MacArthur (1880-1964)

Douglas MacArthur was a 5-star General and Field Marshall of the Philippine Army. He played a pivotal role in the Pacific campaign during World War II and received the Medal of Honour for his services in the early 1940s. His father, Arthur MacArthur Jr., also won the Medal of Honour in the early 1900s, making them the only father-son to be awarded the medal.

#3 Norman Schwarzkopf (1934-2012)

Norman Schwarzkopf was a United States Army General, who was responsible for planning and executing Operation Desert Storm during the Gulf War. He assumed command of the United States Central Command in 1988 and his force eventually grew to entail close to 750 000 troops (both American and international).

He was pivotal in the implementation of Operation Desert Storm, which included an extended air campaign and monstrous ground offensive in the early 1990s. The campaign was highly successful, and Schwarzkopf was subsequently awarded military honours.

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3 biggest leadership failures in from world-renowned CEOs



biggest leadership failures

3 biggest leadership failures in from world-renowned CEOs

Operating a global business is no easy feat. Even the smartest, most accomplished company and entrepreneurial minds can make mistakes. In fact, it is often these mistakes that define a CEO’s legacy, propelling them to make amends and take challenges on, or shy away from positions of leadership. Here are some of the worst leadership failures from famous business leaders.

Warren Anderson

Union Carbide is an American chemical company that has been operating since 1917. In December 1984, the Union Carbide facility in Bhopal, India had a catastrophic failure, in which methyl isocyanate (MIC) was accidentally released from the plant. The accidental leak caused 16 000 deaths (claimed) and at least 550 000 non-fatal injuries (around 40 000 people were permanently disabled).

The CEO of the company, Warren Anderson, flew to Bhopal to show his support and commitment. However, he soon left and never returned. He was charged with manslaughter at one point by Indian authorities; however, it resulted in nothing.

Kay Whitmore

Kay Whitemore was the CEO of Kodak, criticised for his lack of creative vision, strategic flaws and complacency. In 1990, Whitemore fell asleep in a meeting with Bill Gates, in which Gates was discussing the possibility of integrating Kodak’s products with Windows. Ironically, Kodak had developed the first digital camera in 1975; however, the technology was never taken seriously. Whitmore declined Gates’ offer, and a few short years later, digital was taking over, and Kodak was struggling.

Gerald Ratner

Gerald Ratner was the CEO and Chairman of the Ratners Group (now known as the Signet Group). He is known all over the corporate world for “that speech”, which has become a cautionary tale on the importance of brand marketing, maintaining reputation and CEOs choosing their words carefully. In the speech, Ratner playfully denigrated several items retailed by the business, claiming they were cheap because they were terrible quality. After the address, customers stayed way from Ratners’ products, which saw the value of the company plummet by 500 million pounds (and almost go bankrupt).

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Top 3 most successful business decisions and ideas



Top 3 most successful business decisions and ideas

Millions of businesses are established every year. Only a small number of those are successful, and a microscopic amount of that portion go on to have international success. The reason for international success often comes down to one ingenious idea or person. Here are some of the best business decisions made in recent years.

Bringing back Steve Jobs (Apple)

Steve Jobs founded Apple with Steve Wozniak in 1976. They began selling Wozniak’s Apple I personal computer, before achieving massive commercial success with the Apple II, which was considered a ground-breaking development in personal computer technology. However, by the mid-1980s, Apple was struggling, and Jobs was forced out of the company by then-CEO John Sculley.

Later that year, Jobs founded NeXT, a computer platform company that specialised in higher education computer use. Over a decade later, Apple acquired NeXT, and Jobs again became CEO of the company in a matter of months. He revived Apple, which was on the verge of financial ruin and began developing a range of revolutionary products that have changed the world.

Revolutionary training clinics (General Electric)

Jack Welch was the Chairman and CEO of General Electric (GE) from 1981 to 2001. His approach to streamlining business efficiency and training has been applauded and criticised. However, its success for the company cannot be disputed. Every year, Welch fired the bottom 10% of managers, regardless of their performance, while rewarding the top 20% with bonuses. He removed the hierarchical management structure and brought in casual informality, mixed with competitiveness and drive. The result? GE grew from $12 billion in 1981 to over $410 billion in 2001.

Saturday morning meetings (Wal-Mart)

Sam Walton founded Wal-Mart in 1962. Wal-Mart has since grown to become the largest private company in the world, based on revenue, which was $523 billion US in 2020. Walton innovated conventional business practices in a variety of ways; however, one of his most crucial innovations was holding Saturday morning meetings with all employees. This led to a positive culture of inclusivity, where all information was shared.

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