How to address “quiet quitting”
I recently had a chat with a friend about how this year feels a lot harder than 2020 and 2021.
We kind of summed it up like this . . .
In 2020, we were all going through the experience of the pandemic together. Being in crisis mode changed our work and our priorities in an instant, and we didn’t really have a choice. In 2021, we were still finding our footing and in transition mode. But now, in 2022, the dust has settled a bit, and we are faced with a choice about our priorities and our work. The pandemic was such a pivotal moment, and for many, it forever changed the way we feel about what is most important in our lives. Many are grappling with shifted priorities over the last couple of years and questioning if they still want to give to their work like they did in the past.
All of this has led to “quiet quitting.” I’m sure you’ve read about it: It’s the idea that people aren’t resigning, but they are setting firm boundaries around their work. They are no longer willing to do more than the job requires and no longer willing to accept a life where work takes away from it.
I get it. I think about all of the people—and you may be one of them—who are expected to give 100% each day instead of being given permission to be human. People who aren’t rewarded when they push beyond 100% and go the extra mile. People who constantly bend over backwards for their organization, and yet, the organization doesn’t reciprocate. People who have put their work over family and personal priorities, but when push comes to shove, the organization doesn’t put them first.
I read a post about this from the Harvard Business Review that really struck me. It essentially said that quiet quitting isn’t about lazy employees. It’s about people who have decided they only want to give their energy, creativity, and time to the organizations and leaders that deserve it.
And you know what? Rightfully so.
I think we all deserve a better world at work. A world in which quiet quitting doesn’t have to be a thing, where we feel valued, and where work works with life instead of takes from it. And I think there are five key things that could make a big difference in any organization where people might be struggling with this:
Financial transparency: I know that complete financial transparency is a touchy subject, and many leaders push back on this. I used to be one of them. I felt scared to show the team our numbers—it made me feel vulnerable. But I learned that without financial transparency, people are missing a huge piece of the puzzle. When we have the courage to show the numbers, we help people understand where they make an impact. We help people see where the organization is struggling and where it’s thriving. We build an environment for people to make better decisions because they have greater context. And most importantly, with financial transparency comes a responsibility to be equitable and fair. I believe that it holds the organization accountable and reduces room for doubt and questioning, which otherwise can lead to a lack of trust.
Profit sharing: As a business owner, I can’t deny that it feels good to know that when the business grows financially, I grow financially. And I believe it’s only fair that the same opportunity exists for everyone in my company. Like financial transparency, profit sharing can seem unconventional. But consider this: How much more invested and valued would people feel if they knew they would benefit from the organization’s growth? I believe at the root of quiet quitting is the idea that people no longer want to devote extra hours of their lives to something that is not adding extra value to their lives. In our company, we have a simple philosophy: As the company grows, our people grow. As the company wins, our people win. A percentage of profit goes to our team every quarter, and each person knows exactly what their percentage will be. We determined this pay structure together. And what it means is that we are all collectively motivated to grow the company. It doesn’t mean that the point is to work overtime and burn out in order to earn more. It’s just that we know our work is not only helping the company, but it's also helping each of us. And that’s a darn good feeling.
Sprints and breaks: The goal isn’t to build a culture where the expectation is to be at 100% day in and day out. It’s to build an organization that recognizes everyone’s humanity. Not every day will be 100%, and if it appears to be, that means people don't feel safe being authentic. And sure, some days might require more than 100% and pushing the gas a bit. But I think it’s important that those times are followed by days that require less. In our company, there have certainly been times when we’ve had to sprint and work more hours than usual. And after those sprints, we give ourselves a reprieve and time to take breaks. We give rest days after events like our Human Leadership Program, and the company pays for meals during sprints to make life a bit easier during those busy moments. We also hold people accountable to taking time off and have incorporated Break Weeks throughout the year.
Open communication about overwhelm: Quiet quitting may not be only about our work. It could be about things happening outside of work that are overwhelming us and causing us to disengage. This is why it’s so important to create the space for open dialogue about overwhelm. In every meeting, our team starts with a check-in question: “On a scale of 1-10, how are you feeling at work and outside of it and why?” This is the chance for the team to share if they are overwhelmed and to ask for help. It’s a chance for our team to show up for one another and help each other. What’s happening at home is affecting our work and vice versa, so the more we can create the space to talk about it and help each other, the more we can shift work priorities if needed and ensure people aren’t burning out. Instead of viewing our workplace as overwhelming, we can begin to view it as a place of connection and support.
A place where people know they matter: As leaders, if we tell our people that we care about them, our actions must prove it. In those critical times when we are faced with the decision of people or numbers, what do we choose? We are in tough and uncertain times right now. Organizations are and may be faced with tough choices. But even in those times, we can make tough choices with compassion. We can be proactive, we can be candid, we can help people. And our care for people shouldn’t only shine through in tough times. What happens every day? It’s important for leaders to get to know their people and what matters to them. Where do they want to go in their career? What are their dreams? And again, maybe it isn’t possible, but the leader can still help that person find what they are looking for, even if it means somewhere else. I’m also a huge fan of stay interviews: asking people what they love and what they want the organization to keep doing, and what they don’t love and what they want the organization to do differently. Asking for feedback, acting on it, and giving a reason when we can’t act on it shows that we care.
So, there you have it. My take on quiet quitting and how we can build a world at work in which this doesn’t have to be a trend.
If you are the leader of an organization, I urge you to start this conversation with your team and get their feedback. Consider what you might be able to do differently to help them feel more valued and cared for, and remember that you are a part of that equation, too.
Our world at work is radically changing. And quite simply, the organizations that ignore this and think that quiet quitting is just a buzz phrase will not be able to keep up. If you are finding yourself “quiet quitting,” consider that it might be time to speak up for what you need out of your leaders or your organization to feel valued. (And if you’re not sure how to have that conversation, stay tuned for next week’s blog post!)
Big hugs, and thanks for giving me the space to share a little tough love,
