In many organizations, What is labeled as “mimimi” by employees is nothing more than the reaction to corporate practices that are out of line with implicit expectations of fair exchange. This article analyzes how opaque processes, Disconnected goals and lack of purpose turn engaged employees into silent critics.
In the first place, Communication is often a point of tension. When senior management discloses innovation initiatives or benefit programs without detailing eligibility criteria or implementation timelines, frustration is generated. Teams wait for tool releases or bonus payments that never arrive — or arrive with surprise rules. This opacity undermines trust and encourages narratives that “everything is mimimi”, covering up lack of clarity as employee resistance.
Secondly, goals disconnected from daily reality reinforce the feeling of lack of purpose. Objectives set only by higher levels, without consulting line managers or employees themselves, produce scattered efforts. Salespeople under extreme pressure, for example, may resort to questionable practices to meet unrealistic quotas, generating rework and moral wear. About that, support areas feel alienated, because productivity goals do not consider the complexity of its processes.
Hierarchical rigidity also contributes to the phenomenon. Organizations that impose multi-level approval structures delay decisions and discourage bottom-up initiatives. New generation professionals, accustomed to agile and “squad-based” environments, perceive these barriers as symbols of an outdated culture, liable to be criticized as “mimimi”. In contrast, companies that adopt more fluid matrices and real empowerment collect valuable suggestions and strengthen the feeling of belonging.
Lastly, the lack of shared purpose reinforces disengagement. When the company’s mission sounds generic — “to be a market leader” — with no effective connection to social or environmental impact, plenty of accommodation. In contrast, a Natura desenvolveu um modelo em que cada colaborador participa de comissões de sustentabilidade e campanhas de engajamento comunitário, reforçando o senso de contribuição além do lucro. De forma semelhante, a XP Investimentos instituiu um programa de “embaixadores culturais” que mapeia e promove projetos internos, unindo performance financeira a valores comuns.
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A partir dessa análise, fica evidente que o verdadeiro “mimimi” muitas vezes nasce nas práticas corporativas desarticuladas. Recognizing these flaws is the first step to reversing resistance and establishing a working relationship in which speech and action go hand in hand.. In the next article, It will be explored how leadership can act to rebuild trust and consolidate reciprocal loyalty (Leadership without “mimimi”: building reciprocal loyalty).