Two Ways for Leaders Use Quiet Quitting as an Impetus for Growth

Quiet quitting was all anyone could talk about six months ago. So, why am I choosing to provide you with tools to use today when the story itself is so out-of-date?

Because it is still important.

Even if people are no longer consciously “quiet quitting” and posting about it on social media, it’s still happening. Employees continue to do what’s strictly required of them without doing anything perceived to be going above and beyond.?

And, as someone who focuses on growth and human development, that interests me–and, as a leader, it no doubt interests you.?

While quiet quitting can have distinct negative impacts on organizations and individuals, the circumstances surrounding it are complex.?

Encountering quiet quitting or the urge to do so presents an opportunity to ask questions and discover what’s really happening for you as an individual or as a leader.

While growth starts with the individual, and everyone has a choice in how they show up at work, there is also a lot you can do as a leader of others to address quiet quitting, but I suggest starting with the two approaches below.

Focus on the Individuals

First, seek to understand what’s going on with each person on your team. You likely have a sense of where everyone on your team is on their professional S Curve. How about outside of it? Where are they in their life??

It’s crucial to keep team meetings and one-on-ones even when they don’t seem urgent or when pressing priorities might tempt you to postpone or cancel them. Authentic conversation is vital to understanding how the people on your team are thinking and feeling, and that takes time.

Focus on the Ecosystem

Then, you need to understand the ecosystem your team creates. Our growth as individuals intertwines with the resources and relationships that surround us. We constantly draw from and contribute to our S Curve ecosystem, and we can do so in healthy, affirming ways…or not. As a leader, it’s essential to evaluate your ecosystem, especially if you’re confronted with individuals showing signs of quitting quietly.

In order to grow, every team member needs a culture that is healthy along four dimensions.?

When it comes to quiet quitting, consider the following questions to evaluate your ecosystem along these dimensions:

Conducive

• Do my people have access to the tools, training, and people they need, or are there real or perceived barriers that impair growth?
• To what extent does my team shut down when faced with a delay or a lack of getting resources?
• How might the work environment motivate people to contribute and how might it encourage disengagement, such as by sidelining individuals or teams?

Connected

• Does my team see their role in the vision? How clearly have I explained the connection between their work and the broad mission of the company?
• Are there strong social as well as professional bonds between members of my team that help energize them?
• Is there room to be human? For example, are direct and respectful communication, owning mistakes, and forgiving others key attributes of team interactions?

Resilient

• Does my team lean into mistakes as opportunities to learn?
• Do I notice people reacting to constraints like money and time as creative challenges, or do they surrender quality to meet budgets and deadlines?
• Do people talk openly about what worked and didn’t work without blaming, or are they guarded and defensive when debriefing projects?

Nurturing

• How well do we encourage the growth of team members both through candid feedback and encouragement of individual goals?
• Have I done the work to build relationships? Do I genuinely care about my team and their learning both in and outside of work?
• How might I prioritize people, focusing each interaction on connecting with and developing my team members?

After evaluating your ecosystem, you can work to strengthen it. Some environments are more conducive to growth – and therefore less conducive to quiet quitting – than others.?

If you are interested in learning more about quiet quitting and quiet hiring from the individual growth perspective, check out my newest article, “Intentional Growth: The Loud Answer to Quiet Quitting and Quiet Hiring” here.?

Where are the gaps in your ecosystem??

What’s missing, cracked, or broken that might lead people to withdraw??

What will you do as a leader to support and encourage the growth of your team?