The truth about quiet quitting
I facilitated a strategic planning session with ten members of a Board last week.
Over lunch, these business owners and executives talked about “quiet quitting.”
They discussed this “new phenomenon” and “current trend” and how their organizations manage it.
They were surprised when I joined the conversation to explain that “quiet quitting” is neither a new nor a current trend.
Rather, it is a rebrand.
We used to call “quiet quitters” our “actively disengaged employees.”
Disengaged employees have always been around.
This group of individuals does the bare minimum necessary to achieve the requirements of their role.
They clock in. They clock out. That is it.
Gallup’s survey of approximately 60,000 employees corroborates my view. This study measures employee engagement by surveying a random group of employees across the globe. For decades, their report indicates that the number of “actively disengaged employees” has consistently remained between 14-16%.
What is the number one reason why employees are actively disengaged at work?
According to Gallup and my anecdotal research, it is bad managers.
People quit bad leaders.
This is a fact.
So, if you have yet to create a strategy to develop your leaders in 2023, it’s time to start doing so now.
Manager burnout is at an all-time high. If you aren’t supporting your managers, please make that a priority for 2023.
Your managers can only mitigate “quiet quitting” if they feel valued and have the tools they need to create a positive, high-performing culture for their direct reports.