Quiet Committing: Joel Landau Of The Allure Group On The Five Commitments High Impact Leaders Make & Keep To Themselves Daily
An interview with Karen Mangia
I strive to empower my team by providing the necessary resources support, and autonomy.
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 Joel Landau.
A highly dynamic business leader, Joel Landau has a proven success record in creating companies that improve health care delivery and insurance processes for health plans, their members, and medical providers servicing communities. Landau is also a committed community activist who regularly donates time and resources to promoting charitable causes including the Primary Care Development Corporation and serving on Medicaid Managed Care Advisory Review Panel, to name a few.
Mr. Landau is the founder and chairman of The Allure Group, a network of six New York City-based nursing homes. The Allure Group provides the highest standard of care for patients of all ages, with a special affinity for the elderly, and collectively operates more than 1,400 beds.
Mr. Landau is committed to leveraging well-grounded healthcare operating experience and industry knowledge to develop solutions that lead to improved health care quality and access, while still being affordable for all. Joel Landau’s motto is that “an improved, more cost-effective and holistic healthcare system is well within our reach.”
Having set this motto in motion throughout his career, Mr. Landau brings a combination of management expertise and dedication to excellence to every endeavor he undertakes as an entrepreneur. A leader in the healthcare industry, he has developed an ability to identify opportunities in the marketplace and created products, services and companies that hone in on market opportunities.
In addition to maintaining strong political, corporate, and community-based relationships, Joel Landau has served as a member or an advisor on a number of boards and committees, including the Medicaid Managed Care Advisory Review Panel (MCCARP), NYS DOH Preventative Health and Health Services Block Grant, NYS DOH Task Force on Long Term Care Financing, and the Brooklyn Chamber of Commerce.
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?
One of the first positions that kick-started my career was as CEO of E-Z BILL, LLC. For nearly eight years, I took on the CEO role, where I learned the essentials of leadership. My journey involved navigating business complexities, refining decision-making skills, and gaining a deep understanding of the industry. I led efforts to streamline operations, innovate, and build a team culture. This period was a mix of challenges and successes, offering me invaluable lessons in strategic planning and adaptability. It laid the groundwork for my future, shaping me into a driven and capable professional.
We’re talking about quiet quitting in this series. What’s the greatest lesson you’ve learned from a job you decided to quit?
Quitting, though tough, often aligns better with one’s career path. For me, the key lesson was the importance of aligning personal values, career aspirations, and organizational culture. When a job doesn’t align with my core beliefs or growth ambitions, it’s not sustainable. Quietly stepping back taught me to recognize when a role no longer fits and to exit strategically, maintaining relationships and focusing on long-term goals.
Employee Engagement is top of mind for most organizations. How do you define an engaged employee?
Let me start by saying engagement doesn’t look the same for everyone. However, engaged employees share certain traits: they’re invested in their work’s impact, show enthusiasm, and commitment, and align with the company’s goals. They contribute their skills, are motivated to improve, and take pride in their work — qualities absent in disengaged employees.
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?
We’ve launched several initiatives to create a positive work environment and boost employee satisfaction. Our focus on feedback, including surveys and one-on-one chats, helps us understand and improve the workplace. Also, we offer professional development and mentorship. Our emphasis on communication and flexibility has notably improved morale and productivity. Recognizing room for improvement, especially regarding quiet quitting, we’re exploring new strategies like exit interviews and pulse surveys for deeper insights. Our goal is to enhance support for all employees, addressing disengagement proactively.
As goes the leadership, so goes the team. How do you hold leaders accountable for their own level of engagement?
I set clear expectations for our leaders, outlining their role in fostering engagement and aligning with our values. Regular feedback, through both performance reviews and informal chats, helps us stay on track. Investing in leadership development is also key, ensuring our leaders have the tools to engage and inspire their teams effectively.
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?
Several factors have contributed to an uptick in Quiet Quitting since the start of the pandemic.
● A Lack of Recognition and Appreciation: It’s crucial that all employees feel valued for their contributions.
● Poor Communication: Ineffective communication can leave employees feeling isolated and disconnected from the organization’s goals.
● Limited Growth Opportunities: A perception of stagnant career paths can drive employees to look elsewhere.
● Workload and Stress: Excessive demands and stress can push employees towards seeking a better work-life balance.
● Cultural Mismatch: Employees might quietly exit if they feel out of sync with the company culture.
● Lack of Trust in Leadership: Distrust in leadership can lead to disengagement.
● Personal Reasons: Life changes can also drive employees to leave quietly. Addressing these issues requires a comprehensive approach centered around employee well-being.
Addressing these key drivers requires a holistic approach that puts employees at the forefront of our organizations.
What do you predict will be the next phase in the evolution of the employer / employee landscape?
I foresee a continued emphasis on well-being, with more resources for mental health, stress management, and work-life balance. Diversity, equity, and inclusion will also become more prominent, along with a shift towards skills-based hiring and upskilling to match technological advancements and industry changes.
What leadership behaviors need to evolve to improve employee engagement in a sustainable way?
Open, transparent communication is essential. Leaders must listen actively, provide regular feedback, and share updates on goals and changes. Empathy and inclusive leadership practices are critical for fostering a supportive and diverse workplace.
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. I commit to authenticity.
2. I’m dedicated to empathy in every interaction.
3. I constantly seek personal and professional growth.
4. I hold myself accountable for my actions and decisions.
5. I strive to empower my team by providing the necessary resources support, and autonomy.
What’s the most effective strategy you’ve discovered to get back on track when you break a commitment you’ve made?
Taking immediate responsibility is key. I acknowledge the lapse, understand its impact, and communicate openly. I then take steps to rectify the situation, offering sincere apologies and solutions. Reflecting on the cause helps prevent future issues. Maintaining trust and credibility is about consistently meeting commitments and being transparent.
Thank you for sharing these important insights. How can our readers further follow your work?
By checking out my websites:
https://joellandau.com/
https://joel-landau.com/
We wish you continued success and good health!
About The Interviewer: Karen Mangia is one of the most sought-after keynote speakers in the world, sharing her thought leadership with over 10,000 organizations during the course of her career. As Vice President of Customer and Market Insights at Salesforce, she helps individuals and organizations define, design and deliver the future. Discover her proven strategies to access your own success in her fourth book Success from Anywhere and by connecting with her on LinkedIn and Twitter.
Quiet Committing: Joel Landau Of The Allure Group On The Five Commitments High Impact Leaders Make… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.