The Future of Leadership/Mitigating Quiet Quitting

Introduction
Quiet Quitting is not when an employee actually quits, but rather when they do only what is absolutely required of them. In some cases employees take on less and less responsibilities over time. There are two different sides to the debate about quiet quitting: the first is employees are just setting good work-life balances boundaries, and the second is employees are disengaged from work and just doing the minimum to get by. Quiet quitting is linked to “learned helplessness” or “default passiveness.” This is described as feeling powerless or feeling that nothing you do matters so why bother putting in extra work. The rise in popularity of “quiet quitting” is linked to the rise of resignations as a whole, this assumption is supported by data from the U.S. Department of Labor. Is quiet quitting ethical? Arguments can be made that quiet quitting may be ethical in some circumstances. This could be when the organizational goals outpace the available resources. Working less is also linked to better mental health, higher job engagement, it can help separate a worker’s self-worth from work, and prevent burnout.

Recognition
A popular Gallup study of over 15,000 full and part-time employees reported that at least 50% of the workforce are quiet quitters. However, quiet quitting is not measured directly. Study participants were labeled quiet quitters if they fell between actively engaged (32%) and actively disengaged (18%) on the Q12 Survey, Gallup’s 12-item employee engagement. While things like poor job-employee fit and job stress are often considered main reasons for employee discontentment and quiet quitting. It can also be the result of feelings that the employer is unethical or only cares about revenues. The signs of quiet quitting can be hard to detect but many sources say that those who are quiet quitting will isolate and withdraw themselves or they may start acting strangely; including asking about benefits or other HR practices.

How to Mitigate
The best way for managers to mitigate quiet quitting is to create and maintain great relationships with their subordinates. This includes but is not limited to frequent 1-on-1 meetings and giving frequent, positive feedback. Another important way for managers to address quiet quitting is to be a better listener. Doing this can help find burnout and other problems before they become overwhelmed. Also, leaders should find ways to give their subordinates more autonomy. Leaders should also empower their subordinates to use this autonomy. Leaders should use other strategies including reviewing current systems and removing any unnecessary obstacles to find snags that inhibit employees from becoming great. Additionally, leaders should be doing in-depth onboarding and exit interviews to pinpoint what is driving people to quiet-quit or leave altogether. Finally, leaders themselves are not immune to quiet quitting. Leaders should lead by example when taking time off by using paid leave and encouraging employees to do the same. Don’t respond to emails when not working and avoid sending late messages that are not urgent.