The Problem with Quiet Quitting

I love alluring alliterations as much as any loquacious logophile (ok I'll stop now) however there is one that is currently pushing my buttons. You may have heard it: Quiet Quitting

What is Quiet Quitting? According to the articles I'm reading, quiet?quitting is?described as 'showing up to work' and doing the bare minimum and not?going above and beyond (the discretionary?effort within employee engagement). A possible early step before actually quitting (Great Resignation anyone?).

So what's the problem?

For company leaders, used to asking us to deliver more and more with less, to cover for an open position that?never gets filled, for taking on additional responsibilities without the recognition or support that may be required?- there is real worry about 'who will do the work' if everyone is loudly quitting (aka The Great Resignation) or quietly quitting (putting in the motions).

Gallup’s State of the Global Workplace report (which I posted about previously)?found that job dissatisfaction is at a staggering all-time high and that unhappy and disengaged workers cost the global economy $7.8 trillion in lost productivity.?That's bound to get industry leader attention, especially with all the news of a looming recession.

For all of us, whether we are the ones quietly quitting, or we perceive our colleagues as doing so, it's hardly a fun place to be. For the former, friends and colleagues tell me they are bored, uninspired, and unchallenged by the work - perpetuating their sense of malaise. For those working alongside others who are perceived as quietly quitting it's starting to cause resentment and frustration.

While I can appreciate the frustration created all around with the concept, the problem with quietly quitting is that it serves no one when it is left unspoken or unaddressed.

Why is the phrase 'Quiet Quitting' pushing my buttons?

However my main beef with quiet quitting is not that it exists, it's that this moniker portrays anyone who isn't 'cutting it' in a poor light. As the villain in the storyline.

The implication of quiet quitting, from the articles I've read, is that those who are demonstrating this behavior are somehow 'cheating', are disloyal and that they are lazy and simply slacking off. This knee-jerk reaction points the finger of blame at the individual employee, vs looking for personal leadership or organizational accountability or seeking to understand the broader context that may be causing anyone to sit back from their role.

The last two years have provided the ultimate crucible for all of us. It’s not that we've?had a lot going on, we've?had everything going on. All the time. At work. At home. In life.?Stress and anxiety are at an all-time high. If we want to avoid personal burnout we need to take our foot off of the gas,?even if temporarily. Quiet quitting is one way to take a breather.

I know that personally, I've experienced (am experiencing)?pandemic fatigue, juggling family commitments, navigating the unfolding complexities of return to?(my clients')?office,?I'm tired - and so there are days where I can't give it my all, which out of context may be [mis]perceived as quiet quitting.

While there may well be people on your team who are 'going through the motions', instead of vilifying them, how about demonstrating a little empathy and curiosity as to why this might be?

What can we do to avoid quiet quitting?

As a leader / team member

• Reach out and check in on how people are doing (not just what). A recent article I read stated that many employees reported not hearing from their boss for more than two weeks, and when they do call it is only to check up on work projects. Start with ensuring people feel connected, ask how they are doing. Make time for small talk before getting to work.
• Spend time discussing the hybrid experience - what's working, what's not, what people long for - and create new rules of engagement and expectations. Don't expect the old rules of collaboration and teamwork to transfer seamlessly into the new environment.
• Avoid proximity bias that may leave some feeling excluded. I'm already seeing it with the return-to-office debate and the old 'jacket on the back of the chair equates to loyalty' mindset. Don't let your team feel like they are out of sight and out of mind!

As someone who may be feeling disconnected or tired - own it!

• Reach out to others and nurture a sense of connection and belonging. Leave a voicemail, call new hires to welcome them to the team, schedule a walk-and-talk with a colleague
• Make the implicit explicit. In your next 1:1 with your manager discuss the expectations of you and your role. You aren't quitting, you aren't going on strike, you are simply setting clear expectations on when, where, and how you deliver the results expected of you.
• Make it a specific choice - to stay or go. If your current team or organization is no longer the right fit for you don't drift. Do something to either reengage?where you are or in a new team.

Words matter - quiet quitting implies a negative connotation that I don't believe is helpful. How about Paced Participation - thoughts?