Quiet Quitting: Who is to blame?

‘Quiet quitting’ has been at the forefront of most workplace news stories and linked topics over the past few weeks. Whilst it may be a new term, it’s a mindset that has always existed in the workplace. 

Quitters reject the idea that work should be the central focus of their lives, resisting the expectation of working ‘above and beyond’ and working extra hours. 

Research from Zenger Folkman looked at data from 360 leadership assessments since 2020 and compared more than 13,000 employee ratings of 2801 managers. The study showed that the least effective managers have three to four times as many people in the “quiet quitting” category compared to the most effective leaders. These managers had 14% of their direct reports quietly quitting, and only 20% were willing to give extra effort. However, those rated the highest at balancing results with relationships saw 62% of their direct reports willing to give extra effort, while only 3% were quietly quitting.

Working for a manager who pushes people into quitting can come from feeling undervalued and unappreciated. Bias, inappropriate, or negative manager behaviour can also significantly impact employee motivation, leading to quiet quitting. 

What does quiet quitting behaviour lead to?

Aside from employees working the bare minimum, unhappiness, which leads to quitting, can also, unsurprisingly, lead to people leaving altogether. Great people want to feel inspired in their workplace and be surrounded by like-minded, results-driven people. 

What can you do if you manage a ‘quiet quitter’?

When assessing any situation, it is best to look at every possible element contributing to your problem. Ask yourself, ‘Is this a problem with my direct reports, OR is this a problem with me and my leadership abilities?’ Do you have bad traits as a manager?

Also, ask yourself whether your team feel valued. Having open and honest dialogue with colleagues about each part's expectations of the other goes a long way. 

It’s not always a management problem but can be down to individual motivation—after all, Zenger's research showed that 3-4% of the best managers had direct reports who were quietly quitting. Not everyone responds the same to the same management. 

Trust and the link to three behaviours are the most important factors mentioned in the research. 

“First, having positive relationships with all of your direct reports. This means you look forward to connecting and enjoying talking to them. Common interests bind you together, while differences are stimulating. Some team members make it easy to have a positive relationship. Others are more challenging. This is often a result of differences (age, gender, ethnicity, or political orientation). Find common ground with these team members to build mutual trust. 

The second element of trust is consistency. In addition to being honest, leaders need to deliver on what they promise. Most leaders believe they are more consistent than others perceive them.

The third element that builds trust is expertise. Do you know your job well? Are you out of date on any aspects of your work? Do others trust your opinions and your advice? Experts can bring clarity, a path forward, and insight to build trust.

It’s easy to blame lazy or unmotivated workers for quiet quitting, but this research tells us to look within and recognise that individuals want to give their energy, creativity, time, and enthusiasm to the organisations and leaders who deserve it.