Working to live or living to work?
Quiet quitting, or the phenomenon of employees disengaging from their jobs by performing just enough to avoid being fired, is a growing concern for many organizations – and especially leaders.
Quiet quitting: What’s it all about?
But what exactly does quiet quitting look like and what’s the motivation behind it? Zaid Khan, a Gen Z engineer, posted a TikTok expressing his take on it as he shared, “I recently learned about this term called quiet quitting, where you’re not outright quitting your job but you’re quitting the idea of going above and beyond,” Khan says. “You’re still performing your duties, but you’re no longer subscribing to the hustle-culture mentality that work must be your life. The reality is it’s not. And your worth as a person is not defined by your labor.”
And thus, the phenomenon of #quietquitting was born.
It’s not a flash in the pan either. According to a study by Gallup, quiet quitters make up at least 50% of the U.S. workforce in an ever-increasing trend, with the proportion of actively disengaged increasing to 18%. Unfortunately, in this case, the only way is up for the trend. Bad news for leaders.
When did this start?
The steep drop in workplace engagement can be traced back to the second half of 2021. In the same survey, Gallup attributes this to a combination of unclear expectations of employees, limited opportunities for learning and growth, a lack of feeling cared about, and an absence of connection to organizations’ mission. The sense of waning workplace satisfaction is most notable within the categories of Gen Z and younger millennials, the notoriously tricky demographics to engage, gain, and retain at work.
Who’s to blame?
But who’s to blame? Employees expecting too much from their jobs? Or is quiet quitting the culpa of lousy leadership?
Business psychologist Nicole Clemens lays blame at the feet of poor leadership as she explains, “These people don’t feel seen enough. Some leadership hasn’t done their job well on the relationship level, hasn’t praised enough, hasn’t acknowledged performance and hardship enough.”
The effects
The cumulative effect of quiet quitting is that dissatisfied employees redirect their energy and focus from their roles to their free time.
I hear you ask, dear leaders at the back, “So, what’s the big deal? We’ll just hire new, more engaged staff; isn’t this also the time of mass layoffs and eager prospective new workers?” It’s not quite so simple, as Clemens explains, “We are in the midst of a fundamental cultural change in the world of work. There’s a shortage of skilled workers, crises, and the end of an unrestrained growth economy demands a different kind of relationship.”
To put it another way, a tidal wave of inner resignation always indicates a broken system: mediocre managers and less-than-stellar leaders.
What are the solutions?
So, how can leadership mitigate the trend of quiet quitting and improve employee engagement? Here are a few tips:
1. Foster a culture of autonomy and empowerment.
Giving employees the autonomy to make decisions and take ownership of their work can increase job satisfaction and engagement.
2. Recognize and reward good performance.
Recognizing and rewarding employees for their hard work can improve job satisfaction and engagement.
3. Provide opportunities for growth and development.
Providing employees with opportunities for growth and development can improve job satisfaction and engagement.
4. Communicate the organization’s mission and values clearly.
Communicating the organization’s mission and values clearly can help employees understand the purpose of their work and connect with the organization.
5. Create a sense of community.
Creating a sense of community within the organization can help employees feel connected to their colleagues and the organization.
6. Listen to your younger workforce.
Gen Z and younger millennials may be quietly quitting, but they’re talking loudly and saying something about what matters to them. An Axios and Generation Lab poll shows that 82% of Gen Z workers said that doing the bare minimum to keep their jobs is “Pretty or extremely appealing.” More important to these employees are wellness, hobbies, friends, and family. Does your organization’s culture give the space for these by embracing 4-day workweeks, a flexible culture, growth, competitive and transparent salaries, and other positive practices? Embrace these and see the difference.
7. Train your leaders.
Last but probably most crucially, leaders need leading too. Consider incorporating leadership transformation and business coaching into the management track, so that recently promoted managers aren’t left to navigate the transition without preparation for the responsibility of what it entails. The future of your organization quite literally depends on this.
