The Cure for Quiet Quitting is Connection
Companies need employees who are engaged beyond simply getting their jobs done. They need connected employees who help to push innovation, agility, and efficiency across the entire organization. These types of people make up boundary-pushing teams that break the mold, excel at their work, and become truly masterful in their industry space.
The trend of “quiet quitting” works 180 degrees against that objective. Fortunately, there is a cure for quiet quitting. It is absolutely possible to help an employee shift from disengaged, coasting, and skimming, to being an important contribution to the team.
At its most essential, the idea is to create a shift in employees’ perspectives away from, “this company doesn’t care about me and it doesn’t matter what I do” to, “I have value, I matter, and I make a difference.”
A team member who believes the latter will have a completely different experience than one that believes the former.
The truth is that each person does have something valuable to bring to the table, that’s why they were hired in the first place. The goal in preventing quiet quitting is having everyone in your organization participate in moving your goals forward, and seeing that they are an integral part of that success. Leaders play a huge part in that shift to having people see that they matter.
What is Quiet Quitting?
Navigating the unspoken epidemic of "quiet quitting" feels like walking a tightrope. The underlying narrative of employees is, "This organization doesn't value me, so why invest my all?" Leaders, in the opposing corner, are balancing shareholder expectations and market competitiveness. It's a tug-of-war, but the rope is fraying fast.
Look, as leaders, it's easy to fall into the trap of seeing employees as units of productivity. Yet, the view from the employee’s desk is equally myopic: organizations are often perceived as soulless machines, churning profit at the expense of well-being. This disconnect isn’t just a business issue; it’s a crisis of humanity within our organizations.
What we need here isn't just empathy but a strategy. Yes, you can quantify the human element; it's not merely "soft skills" or nebulous values. In my coaching practice, I've seen how fostering psychological safety and promoting authentic dialogues can lead to tangible results. As the data points out, a people-centric approach isn’t just ethically sound—it’s financially savvy.
So, how do we bridge this glaring divide? The answer lies in the confluence of courage, vulnerability, and actionable leadership. It's about transforming our organizational cultures into spaces where people feel seen and heard. Not just for the sake of humanity, but for the survival and success of the business.
In summary, let’s be brave enough to dismantle this culture of silent disengagement. Let's combine evidence-based strategies with the kind of leadership that embraces the whole human. It's not a zero-sum game; it’s a win-win opportunity that just demands a little courage, a dash of science, and a whole lot of heart.
The Solution: Putting People at the Center
In my journey as an executive coach, I've immersed myself in the complexities of leadership, effective communication, DISC behavioral styles, teamwork, and the practical aspects of training and development. Over time, I've identified what I refer to as the "Three Key Drivers of Employee Disengagement":
Lack of Psychological Safety: This is when employees hesitate to share their ideas or concerns because they fear criticism or backlash. This inhibits creativity and innovation, and actually causes more apathy and low performance.
Disconnection from Work: This happens when work feels more like a routine chore rather than a meaningful task, leading to disengagement. Employees may feel disengaged from the culture, their peers or their own values in conjunction with the company values.
Weak Team Dynamics: This occurs when employees feel emotionally disconnected from their team, leading to a lack of collaboration and shared goals. We aren’t saying that everyone needs to be best friends at work, but there’s a level of healthy respect that’s missing in highly disengaged workplaces.
"People don't leave companies; they leave managers."
A 2020 study by the Society for Human Resources Management (SHRM) underscores this:
84 percent of American workers believe that poorly trained managers create unnecessary work and stress.
57 percent feel that managers in their workplace could benefit from training in better people management.
50 percent think their own performance would improve if their direct supervisor received additional people management training.
Managers, Step In
When you notice team members quietly disengaging, the first step is to reestablish their connection with themselves, their team, and the company. The quickest way to achieve this is often through their manager, whether it's you or someone else.
We must find practical ways to make employees feel valued. When employees perceive their manager's genuine interest in their well-being, everything improves.
A manager's role is not just about task management; it's about leading people effectively. In a fast-paced world, there are moments when we need to pause and remember that it's not about being the best in the world, but about being the best for the world. Through fostering an environment that places your team's needs at the forefront, you'll notice how they organically prioritize each other and your customers with a practical and grounded approach.
"Your organization's goals will only move forward when each individual realizes they are an irreplaceable part of that success. The moment you shift your leadership lens from 'What can they do for me?' to 'How can I serve them?', you're not just preventing quiet quitting—you're crafting a culture of enthusiastic engagement." - Kim Carpenter, CEO - People at the Center
How Managers Can Create Connection and Minimize Quiet Quitting
Open up authentic dialogue.
Ask, “How are you, really?”and then actively listen. The key here is to create an environment that signals it's okay to speak candidly. Put your judgment on hold, focus intently, and facilitate a conversation that allows for honest responses. You might uncover insights that are both unexpected and invaluable.
Prioritize your one-on-ones.
Nearly all of my coaching clients mention that weekly one-on-ones aren’t prioritized by their manager. One client reported, “My manager will show up 10 minutes late, and need to leave five minutes early. Or they call me from their car as they are driving, so they are not focused. So the conversation may be 10-15 minutes long, and there’s no time for me to share anything beyond a quick check in on progress. The conversations about my career advancement or what I could improve are forgotten. When I bring this up, they suggest we talk about it ‘next time’, but the same thing happens over and over.” Sound familiar?
Managers, this doesn’t help you get the best from your people. Hold your one-on-one sessions sacred. Make sure you get a chance to connect with the team member for the full meeting time. Learn about them and find out how you can support them.
You can also ask them to prepare an agenda for what’s discussed to be sure they are covering what they really need to talk about. Remember that these conversations are often more difficult for them than they are for you as their manager. How might you remember to bring connection into each call you have?
Utilize Team Health Checks.
Create ways to talk as a team about what’s working and what’s not working. I’ve created a Team Health Check exercise that’s incredibly empowering for teams. It’s a structure for checking in, assessing the health of several important areas, and making improvements, if needed.
This process can be the difference between a disgruntled, disconnected team, and an engaged, eager and collaborative team. I highly suggest you implement it.
Conduct Regular Stay Interviews.
The idea of "exit interviews" is well-known, but why wait until someone has already decided to leave? Conduct regular "stay interviews" to gauge job satisfaction, identify pain points, and discuss career aspirations. This proactive measure is grounded in research that emphasizes the importance of understanding intrinsic motivators for enhanced job commitment.
Create Peer-Mentorship Programs.
Studies have demonstrated the positive effects of mentorship on job satisfaction and performance. However, the source of mentorship doesn't always have to be higher up; it can be lateral as well. Peer-mentorship fosters a culture of collective responsibility for each other's growth and satisfaction, thereby reducing the sentiment that might lead to quiet quitting.
Host Innovation Tournaments.
One reason people engage in quiet quitting is the belief that their ideas are not valued. Host periodic "innovation tournaments" where everyone in the team can pitch ideas for projects or process improvements. The winner gets resources to implement their idea. This practice is supported by research showing that giving employees opportunities for voice and autonomy reduces turnover intentions.
Remember, these practices aren’t just boxes to check. They’re the foundation for a culture where people feel like they belong and can bring their full selves to work. When you build an environment like that, great work is the natural outcome.
Put Your People First and Have Them Win
If you’re looking for ways to rally your team, get them more engaged, and ultimately more productive, focusing on making individuals feel heard and valued is almost always the answer. It can be tough to jump in on your own, so if you’d like help getting started, reach out today. Click here to set up a Momentum Session with us so we help you move forward faster.
