What Quiet Quitting is.

The term “Quiet Quitting” was popularized on social media by TikTok creator Zaid Khan in a video from late July this year. The video went viral with more than 3 million views in the first two weeks(1,2). Zaid Khan, who is a 24-year old engineer from New York, explains Quiet Quitting at work as when: “You’re quitting the idea of going above and beyond.” “You’re still performing your duties, but you’re no longer subscribing to the hustle culture mentality that work has to be your life,” he says(1,2).

Quiet Quitting has since received a lot of attention from established media such as The Wall Street Journal(1), TIME(3), The Washington Post(4), Forbes(5) and USA TODAY(6) among others.

In a recent Harvard Business Review article Quiet Quitting is defined as opting out of tasks beyond one’s assigned duties and/or becoming less psychologically invested in work(7). That means that Quiet Quitters are less willing to engage in so-called citizenship behaviors: e.g. staying late, showing up early, or attending non-mandatory meetings(7).

Some CNBC commentators even believe that Quiet Quitting is a new phase of the Great Resignation, which dominated last year’s economic news cycle(8,9). The Great Resignation had many people globally considering and actually leaving their jobs. Now economic cycles are changing and Quiet Quitting could be the next phase.

Quiet Quitting also seems to be following the “lying flat” movement in China that really took off in 2021(10,11). A BBC report described the idea of ‘lying flat’, or tang ping in Chinese, as to take a break from relentless work(10). The aforementioned article from The Washington Post further describes Quiet Quitting as a new term for an old concept of ’employee disengagement’(4).

The recent State of the Global Workplace: 2022 Report also confirms that only 21% of global employees are engaged at work and that as much as 60% of employees worldwide are emotionally detached at work and 19% are miserable(12). Furthermore, a recent Gallup study have found that at least half of the US workforce are Quiet Quitters(13).

In fact, low engagement and well-being among employees cost the world economy incredible $7.8 trillion(11,12).

That is really a dull, negative and challenging outlook, we seem to have. No wonder why employers are becoming concerned.

Throughout this write-up, I will try to balance that negative outlook with concrete opportunities you as a manager have to better address Quiet Quitting.

Now let’s begin by looking at some of the consequences of Quiet Quitting for employees and employers.

Consequences of Quiet Quitting in our new hybrid, remote, flexible workplace.

Quiet Quitting seems to be a symptom of employee’s priorities in life and their connection to their manager and the work they do.

Microsoft’s latest 2022 Work Trend Index report found more answers to that after studying 31,000 people across 31 countries and analyzing trillions of productivity data points from Microsoft 365(14).

Findings from the large study from March 2022 showed that 53% of “employees worldwide are more likely to prioritize health and well-being over work than before the pandemic”(14). Health, family, time and purpose have become a more important priority for people globally(14). For Quiet Quitters work, or should we rather call it overwork, is no longer what matters most in life.

So, we see a clear trend that employees prioritize mental health and well-being and try to balance their lives and set personal boundaries. In my opinion, it is positive that we as employees more begin to set boundaries for work and our valuable time in life. At the same time, we are also entering times of macroeconomic decline.

According to The Conference Board, we have seen global labor productivity stagnating in 2021 and it is forecasted to stagnate again in 2022(15). In the USA, nonfarm worker productivity in the second quarter has fallen 2.4% from the same quarter a year ago(11,16). This is the steepest annual decline since 1948(11,16). The lack of productivity growth in 2022 is driven largely by the impacts of the war in Ukraine and the lingering effects of the pandemic(16).

Well, we are facing times where growth, productivity and well-being are challenged and in the midst of it we as employees and employers are still trying to get the hybrid, remote and flexible workplace right.

A most recent study by Microsoft of 20,000 people across 11 countries shows that managers are already worried by the macroeconomic decline and question if their employees are being productive(17). In fact, the study shows that 85% of leaders say the shift to hybrid work has made it challenging to have confidence that employees are being productive(17). At the same time 87% of employees worldwide report they are productive at work(17).

There seems to be a huge gap between how employees and employers view the productivity of employees.

What we are experiencing is a new paradigm of distrust between managers and employees, a so-called productivity paranoia.

The hybrid, remote and flexible work context makes it more difficult for many managers, who believe they need and miss the old visual cues of what it means to be productive, e.g. showing up early or late at work, “looking busy”, doing hard work etc.(17). And the hybrid workplace makes it more difficult to spot if someone is Quiet Quitting and it might be difficult to catch from engagement surveys to some extend.

This is a very traditionalist view in my opinion that needs to be changed. Productivity and high performance is not equal to the time spent at work, but on the results achieved together at work. And work might look different: it might be from home, from anywhere or attending physically in a factory.

Hybrid is still work. Hybrid is still productive work.

We simply as managers need to trust our employees. Trust, positive relationships and support are key factors in facing uncertainty!

Next, we will take a deeper look at how you as a manager or employee can spot the signs of Quiet Quitting.

How to spot the signs of Quiet Quitting at work.

To be able to constructively address Quiet Quitting, managers and business leaders need to consider if Quiet Quitting is an issue in their organization and teams(11). It can be difficult to filter from engagement surveys, however some indicators can show trends. However, where you really get the real-life data as a manager is from your employees and the relationships you build with them: how you actively listen, connect and care about your employees. That is where you can get an idea of whether Quiet Quitting is an issue for your team or organization.

In this recent Forbes article, Joe Galvin, Chief Research Officer at Vistage Worldwide, says that there has always been Quiet Quitting(18). He says that it manifests itself in B and C players of an organization, who are always in meetings, but not doing anything(18).

I would though argue that it is a bit more nuanced as we also have people who are more introvert and extrovert and it depends also on how newly established or mature a team is.

However, in the article Joe Galvin describes some great signs of Quiet Quitting to be aware of(18):

  1. Disengagement on a chronic basis
  2. Performance only to the minimum set of performance standards
  3. Isolation from other members of the team
  4. Withdrawal from any non-necessary conversations, activities or tasks
  5. Attendance at meetings but not speaking up or taking action
  6. Teammates report a sudden increase in their workload in having to pick up the slack

So, being attentive as a manager to the signs and caring for your employees are key.

But are the signs only about the employees? No. Actually signs about the manager are also important.

In a recent Havard Business Review article about Quiet Quitting, Jack Zenger and Joseph Folkman have looked into data from a vast amount of 360-degree leadership assessments gathered since 2020 from 2,801 managers, who were rated by as many as 13,048 direct reports(18). Especially two data points from the employee ratings were key in their comparison to Quiet Quitting(18):

  • Their manager’s ability to “balance getting results with a concern for other’s needs”
  • Extent to which their “work environment is a place where people want to go the extra mile”

Interestingly enough, the data shows that the managers who were rated highest on balancing relationships and results saw 62% of their employees willing to give extra effort and only 3% Quietly Quitting(18). Or said in another way, the least effective managers on these factors have 3-4 times as many employees who are Quietly Quitting compared to the most effective leaders(18).

However, the data also shows that 3% or 4% of the best managers had direct reports, who were Quietly Quitting(18).

So, what does that mean? It means that leadership has a huge impact on Quiet Quitting. And therefore ineffective or even poor leadership are also signs that can relate to Quiet Quitting.

Now, what can you as a manager then do to address Quiet Quitting? We will look at that next.

How managers can address Quiet Quitting: 5 steps to consider.

Quiet Quitting is something to be aware of by managers to be able to constructively address it if it becomes an issue in your organization or team.

These steps can help you better address Quiet Quitting going forward:

#1 — Trust your people: Continue to build psychological safety in your hybrid workplace, a space where you can openly speak up (also more introverted people) and be vulnerable without risk of punishment or humiliation(20). So, an environment where team members can be compassionately direct and surface opinions, feedback and issues. That entails trust as a key driver, which can help managers better balance results with concern for their team members(19). So, when team members believe their manager trusts them, they also assume that the manager care about them and is concerned for their well-being(20).

That means firstly building positive relationships with all of your direct reports where you and they are able to be vulnerable, secondly being consistent (show integrity) in doing what you promise and thirdly have expertise in your role or area, so people trust your opinions and advice(19). That last point doesn’t mean that you have to know everything or have all the answers, but that you have a relevant functional expertise.

Furthermore, creating social connectivity is an increasingly important part of the hybrid workplace.

#2 — Focus on purpose and meaning: Help your team members find purpose and meaning in their work, in their life: culture, values, tasks, goals, relationships, direction, the motivation. Studies have in recent years tied purpose and meaning to our physical and mental well-being(2,21,22), so it is key to our engagement and performance. Now more than ever before.

If you feel that your work is meaningful and you live according to your values and goals and have a positive impact it affects your well-being(21,22). Here Transformative Coaching can be particularly impactful in clarifying purpose, meaning and direction.

At the same time purpose and meaning relates well to an organization’s Employee Value Proposition, which needs to reflect exactly what the organization is offering as a workplace(11).

#3 — Focus on performance and results at work, not time: End the productivity paranoia where it is difficult to trust your team member’s productivity. You can do that by focusing on their well-being, performance and results. Not the time or overtime they spend or do not spend. More so that time spent is meaningful. Ways to focus on performance and results is to be clear in the goal-setting and translate it well to the corporate and business strategy to make it meaningful(23). Make sure that you as a manager have frequent one-to-ones with your team members to ensure progress on their goals and offer support where needed to clear any roadblocks.

Leadership-Based Coaching is useful to better actively listen to and help your team members progress(24). So, that feedback loop is valuable to help focus on what is achieved or what stands in the way of progressing.

Overview of different learning and growth opportunities, e.g. stretch assignments, are also an important part of #2 and #3.

#4 — Lead at the right level, i.e. ensure better transition to your leadership role: E.g. if you have transitioned from a Leader of Others to a Leader of Leaders, the way you lead and become more productive as a leader and through leadership of others will be different.

The Leadership Pipeline concept is particularly useful for making these leadership transitions right.

So, making sure that you develop the right work values (how you believe you add value to the business), time application (how you spend your time) and skills (leadership competencies) are important for making you successful in your manager role and more effective as a manager.

That will also have an effect on productivity. It will have an effect on employee well-being and performance.

#5 — Don’t roll back hybrid and flexible work: Organizations might consider removing the flexible hybrid workplace again because management is concerned about macroeconomic decline. Because they question employees productivity(11). However, by taking away hybrid and flexible work again, it could lead to even higher employee disengagement. In my opinion it would show by actions that employers don’t trust their employees. That would be an unfortunate framing, when in fact what is needed now during times of uncertainty is greater trust in people and psychological safety.

Rather it would be helpful to help managers lead in the hybrid workplace, e.g. to navigate it well and making hybrid work work even better. That will most likely also positively mitigate risks of Quiet Quitting.

What are your take on the Quiet Quitting movement? Please share your opinions with a comment.

Do you personally want to change, achieve a goal or e.g. want to better:

  • Find your purpose, meaning and direction in life / work
  • Prevent stress and burnout and increase well-being (life balance)
  • Lead during times of uncertainty and the hybrid workplace

Would you be open to having any help with that?

Then try our Transition Coaching Programme or Leadership Coaching Programme.

When we work together, we work in a partnership to..

* Set clear, exciting goals that motivate you to take action and realize your dreams.
* Create new perspectives and patterns to create balance in your life, so you can achieve your goals.
* Become aware of your need to be accountable to create action and progress your performance & well-being.

Feel free to Contact me to learn more and experience Coaching.

Resources.
(1)Ellis, L. and Yang, A. (2022) If Your Co-Workers Are ‘Quit Quitting’, Here’s What That Means. The Wall Street Journal. Available at: https://www.wsj.com/articles/if-your-gen-z-co-workers-are-quiet-quitting-heres-what-that-means-11660260608 (Accessed 15 September 2022).
(2)Huffington, A. (2022) Why Quit Quitting is Not the Solution to Our Burnout Crisis. Available at: https://www.linkedin.com/pulse/why-quiet-quitting-solution-our-burnout-crisis-arianna-huffington (Accessed 15 September 2022).
(3)Espada, M. (2022) Employees Say ‘Quiet Quitting’ Is Just Setting Boundaries. Companies Fear Long-Term Effects. Time. Available at: https://time.com/6208115/quiet-quitting-companies-response/ (Accessed 15 September 2022).
(4)Telford, T. (2022) ‘Quit Quitting’ isn’t really about quitting. Here are the signs. The Washington Post. Available at: https://www.washingtonpost.com/business/2022/08/21/quiet-quitting-what-to-know/ (Accessed 15 September 2022).
(5)Hare, N. (2022) What Is ‘Quiet Quitting’ And How Should Leaders Respond? Forbes. Available at: https://www-forbes-com.cdn.ampproject.org/c/s/www.forbes.com/sites/allbusiness/2022/09/01/what-is-quiet-quitting-and-how-should-leaders-respond/amp/ (Accessed 14 September 2022).
(6)Davidson, P. (2022) What is quiet quitting?: Employees suffering pandemic burnout say they’ve just stopped working as hard. USA TODAY. Available at: https://eu.usatoday.com/story/money/2022/08/14/what-is-quiet-quitting/10304956002/ (Accessed 15 September 2022).
(7)Klotz, A. C. and Bolino, M. C. (2022) When Quiet Quitting Is Worse Than the Real Thing, Harvard Business Review.
(8)Thapa, A. (2022) How ‘quiet quitting’ became the next phase of the Great Resignation. Available at: https://www.cnbc.com/amp/2022/09/02/how-quiet-quitting-became-the-next-phase-of-the-great-resignation.html (Accessed 29 September 2022).
(9)Cox, A. (2021) “THE GREAT RESIGNATION” – OPPORTUNITY OR THREAT? Available at: https://social.hays.com/2021/09/21/the-great-resignation-2021-opportunity-threat/ (Accessed 28 September 2022).
(10)Davidovic, I. (2022) ‘Lying flat’: Why some Chinese are putting work second. Available at: https://www.bbc.com/news/business-60353916 (Accessed 29 September 2022).
(11)Cox, A. (2022) QUIET QUITTING AND EMPLOYEE ENGAGEMENT – WHAT YOU NEED TO KNOW. Available at: https://social.hays.com/2022/09/29/quiet-quitting-and-employee-engagement-what-you-need-to-know/ (Accessed 29 September 2022).
(12)Gallup (2022) State of the Global Workplace: 2022 Report. Available at: https://www.gallup.com/workplace/349484/state-of-the-global-workplace-2022-report.aspx (Accessed 13 September 2022).
(13)Harter, J. (2022) Is Quit Quitting Real? Gallup. Available at: https://www.gallup.com/workplace/398306/quiet-quitting-real.aspx (Accessed 19 September 2022).
(14)Microsoft (2022) Great Expectations: Making Hybrid Work Work. Available at: https://www.microsoft.com/en-us/worklab/work-trend-index/great-expectations-making-hybrid-work-work (Accessed 15 August 2022).
(15)The Conference Board (2022) Global Labor Productivity 2022: Stagnating, But Still Above Prepandemic Levels. Available at: https://www.conference-board.org/topics/global-economic-outlook/Global-Labor-Productivity2022 (Accessed 29 September 2022).
(16)U.S. Bureau of Labor Statistics (2022) Productivity and Costs, Second Quarter 2022, Revised. Available at: https://www.bls.gov/news.release/prod2.nr0.htm (Accessed 29 September 2022).
(17)Microsoft (2022) Hybrid Work Is Just Work. Are We Doing It Wrong? Available at: https://www.microsoft.com/en-us/worklab/work-trend-index/hybrid-work-is-just-work (Accessed 23 September 2022).
(18)Robinson, B. (2022) 6 Signs That A ‘Quiet Quitter’ Is Among Your Employees And What To Do About It. Available at: https://www.forbes.com/sites/bryanrobinson/2022/08/19/6-signs-that-a-quiet-quitter-is-among-your-employees-and-what-to-do-about-it/?sh=3f14e746619d (Accessed 15 September 2022).
(19)Zenger, J. and Folkman, J. (2022) Quit Quitting is About Bad Bosses, Not Bad Employees, Harvard Business Review.
(20)Edmondson, A. C. and Mortensen M. (2021) What Psychological Safety Looks Like in a Hybrid Workplace, Harvard Business Review.
(21)Brubaker, M. (2019) Have You Found Meaning in Life? Answer Determines Health and Well-being. University of California San Diego. Available at: https://today.ucsd.edu/story/have-you-found-meaning-in-life-answer-determines-health-and-well-being (Accessed 13 September 2022).
(22)Suttie, J. (2016) Living with a Purpose Changes Everything. Greater Good Magazine. Available at: https://greatergood.berkeley.edu/article/item/living_with_a_purpose_changes_everything (Accessed 13 September 2022).
(23)Radley, B. (2022) What is Quit Quitting and How Is It Linked to Engagement? Workday. Available at: https://blog.workday.com/en-us/2022/what-quiet-quitting-how-linked-engagement.html# (Accessed 15 September 2022).
(24)Ibarra, H. and Scoular, A. (2019) The Leaders as Coach, Harvard Business Review.