Quiet Quitting: Continuing the Conversation
The term “quiet quitting” sparked a cultural phenomenon online, with several social media posts and articles popping up filled with research, insights, and opinions. To some, quiet quitting is about setting boundaries and simply doing the job that you were assigned, without going above and beyond. To others, quiet quitting is about lazy, unmotivated employees taking advantage of the new world of virtual work. There’s also a whole host of other definitions and explanations, with everyone bringing valid concerns to the conversation. Regardless of the intent behind quiet quitting, we know that the term points to some genuine problems for organizations to solve.
Research conducted by Gallup indicates that quiet quitters make up at least 50% of the U.S. workforce. These individuals are neither actively engaged nor actively disengaged. They’re showing up, doing their work, and that’s it. For whatever reason, they don’t feel inspired by their work, their peers, or their organization to do more.
So, how can we get to a point where employees feel genuinely engaged and moved toward discretionary effort?
Tapping into employees’ desires to achieve
People are trying to figure out what they want from the future of work, and organizations are trying to figure out how to move forward. There’s uncertainty on both sides, and with uncertainty comes frustrations, anxieties, and concerns. There’s also a desire to come up with solutions.
The Harvard Business Review found that quiet quitting is not necessarily a result of bad employees, but rather quiet quitting is about bad bosses. They state that “the least effective managers have three to four times as many people who fall in the ‘quiet quitting’ category compared to the most effective leaders.” Organizations need to support their management, so management can support their teams.
It's up to the organization to ensure their managers and employees don’t want to quiet quit. Organizations must instead inspire them to want to go above and beyond. This being said, employees shouldn't feel obligated to be on call all the time. To do this, organizations must establish clear structures and disciplines that safeguard against unhealthy practices and burnout. This also means having open, authentic conversations around expectations and organizational standards.
Trust, empathy, and transparency
Trust, empathy, and transparency are vital to this conversation. Organizations must cultivate a psychologically safe work environment. Employees should trust their managers, and feel safe to express their concerns, feelings, and ideas. Managers should in turn, treat their employees with respect and compassion. There also needs to be transparent communication to provide clarity in roles/responsibilities and organizational norms.
Communication is essential to ensuring employees understand expectations, feel encouraged in their work and learning, are treated as real people with lives outside of work, and simply feel welcomed. People want to be seen, heard, and understood. It’s more than just giving your employees a pat on the back for a job well done when things are going well. It’s also about seeing them as people who are doing their best and helping them when they aren’t. This requires communication – to create connectivity, to inspire people towards a compelling purpose, and to foster discretionary effort.
The entire concept of quiet quitting is a complex, nuanced issue. It’s something that impacts individuals, teams, and organizations – and always in ways that are specific to the context. How we engage in conversations around quiet quitting matters, and so does how we frame the phenomenon. Quiet quitting is undoubtedly a challenge, but it is also an opportunity to grow and learn more about our employees and workplaces. In fact, if we tackle this with an open mind, we will take important steps towards creating organizations fit for the future, where people are inspired to become their best selves.
So, if you would like to continue this conversation with me, please reach out to: mailbox@fitch-consulting.com. I’d love to hear your insights.
Additional Resources
Forbes: Why Half The Workforce Is Quiet Quitting, And What To Do About It
Gallup: Is Quiet Quitting Real?
Harvard Business Review: Quiet Quitting Is About Bad Bosses, Not Bad Employees
New York Times: Who Is Quiet Quitting For?
NPR: The economics behind 'quiet quitting'— and what we should call it instead
Wall Street Journal: If Your Co-Workers Are ‘Quiet Quitting,’ Here’s What That Means