The workplace has undergone many changes in recent years, but one of the behavioral patterns I have noticed in the recent period is the rise of quiet quitting. This new trend, which involves leaders and employees doing the bare minimum at work just to avoid being fired, can have a great impact with negative long-term consequences.
According to a recent Gallup report, only 15 percent of employees worldwide are actively engaged at work, which means up to 85% could quiet quit. However, the actual number is likely much higher, as many people may not realize that their actions constitute quiet quitting. For example, even if someone doesn't intentionally reduce their effort at work, they may still be quitting quietly if they're not putting in their full effort or are disengaged from their job. They lose their motivation, engagement, and passion for their job, and may start looking for other opportunities.
Quiet quitting can be harmful to organizations, as it can lead to lower productivity, higher turnover, and lower customer satisfaction. It can be easy to miss the subtle shifts. The diligent employee who once bubbled with ideas now only offers silence. The go-getter, once the first to arrive and last to leave, now seems to be perpetually watching the clock. They haven’t handed in a resignation letter, but they've already left it in their minds. Therefore, it is important for leaders to understand and address the root causes of quiet quitting, such as lack of growth opportunities, poor feedback, misalignment with the company’s mission, or burnout.
How to spot a quiet quitter
On the surface, a quietly quitting employee may seem engaged. They clock in, complete tasks, and attend meetings. However, beneath this facade lies a growing disconnection from their role and the organization. They are present in body, but not in spirit or passion.
The first signs are quite obvious: they would reduce productivity, quality, or creativity at work, missing deadlines, making more errors, and avoiding taking on new challenges or responsibilities.
They may also show less initiative, enthusiasm, or contribution to the team or the organization.
Quite quitters may become more cynical, pessimistic, or critical of their work environment. They may complain more, show less appreciation, or have more conflicts with their colleagues or managers. Furthermore, a quiet quitter could withdraw from social interactions with their coworkers or managers. They may communicate less frequently, avoid meetings or events, or isolate themselves, showing less interest in feedback, recognition, or development opportunities.
At the root of this phenomenon
Recognizing the principal causes of quiet quitting, so leaders could address these issues to mitigate or prevent this phenomenon to occur
Lack of Meaningful Work: The intrinsic motivation and personal fulfillment derived from the tasks and roles that employees perform in their jobs. We all have the innate desire to find purpose and meaning in our actions and our jobs, fueling personal satisfaction and engagement. Subsequently, if someone perceives their daily tasks as mundane, disconnected, or inconsequential to broader goals, they may feel like mere a hamster running in a wheel – not going anywhere. Of course, this could lead to emotional and psychological disengagement from their roles and, therefore, to quietly quit their job.
Stagnation: Employees navigate their careers, inherently seeking avenues to expand their skills, knowledge, and experiences. It isn't solely about upward mobility in terms of promotions, but also about the intrinsic satisfaction of acquiring new competencies and overcoming new challenges. Reducing or blocking such opportunities brings a feeling of being trapped and a sense of inertia and diminishing enthusiasm.
Mismatched Expectations: Prior to joining an organization or accepting a role, candidates often form perceptions based on job descriptions, interviews, or company representations. However, when the discord between an employee's anticipation of their role and the actual day-to-day realities they encounter once onboarded emerges, employees can feel deceived or misled. This dissonance between expectation and reality can breed disillusionment and disenchantment, undermining trust in management and the organization at large.
Toxic Work Environments: In other posts, I have talked about my experience with toxic environments. Despite my great attachment to my profession, the environment I was in was so toxic that every morning going to work was just something I had to do. For two long years, my sense of duty was the only force that led me to keep going to work. But I was doing the bare minimum. I was quite quitting. Toxic environments are probably among the main causes of this silent withdrawal. When individuals feel undervalued, constantly criticized, or even bullied, they would find themselves in a state of perpetual unease and dissatisfaction, like I was.
Mitigate the Impact
There are a few things leaders can do to reduce the effect of quite quitting in their organizations.
Open dialogues: Open dialogue can foster trust and collaboration at all levels. Checking in with team members and listening to their feedback through one-on-one meetings and structured systems can surely allow leaders to understand if some employee is slowly and silently withdrawing and what to do to mitigate it. Overall, hearing all voices in a team and valuing their opinions is always a great way to ensure cohesion, boost morale, and promote a culture of inclusivity and mutual respect. Leaders who acknowledge and address concerns demonstrate a genuine interest in the well-being and growth of their team members, thereby strengthening the bonds of loyalty and commitment within the organization.
Professional development: Many employees feel motivated and engaged when they feel like they are learning and growing in their careers. Opportunities like training, mentorship, and career paths can help them to feel valued and invested in their work. In addition, when employees feel like they are progressing in their careers, they are more likely to be committed to their work and less likely to disengage. Proper professional development is the key for employees to not feel like they are just "going through the motions" at work and to feel like they are part of something bigger.
Work-Life Balance: Individuals with a good work-life balance feel satisfied with their jobs and they are less likely to feel the need to "quietly quit." Work-life balance can be achieved by setting boundaries between work and home life, but also by promoting flexible work arrangements, offering paid time off, and creating a culture that encourages employees to take breaks and prioritize their well-being.
Mental Health Support: Employees who feel supported in their mental health are more likely to be productive, engaged, and committed to their work. Companies can provide mental health support through assistance programs, access to therapy or counseling, and regular check-ins with managers to see how employees are doing.
Proactive Leadership
Reacting to quiet quitting once it's entrenched can be challenging. Instead, adopting a proactive stance, engaging in open dialogues, encouraging transparent communication, and building an inclusive culture can prevent many cases of quiet quitting before they start.
The act of quiet quitting may be subtle, but its effects are profound. The onus is on leadership to identify, understand, and address the underlying causes. Only by doing so can organizations foster an environment where every member feels valued, engaged, and driven.
If you’ve witnessed or experienced quiet quitting, join the conversation in the comments. Share insights, stories, or strategies that have worked for you.