Quiet Quitting is a Symptom

A prospective client said to me the other day, “I know that sometimes I’m very outspoken. It is because I care so much about the integrity of our work. But, I’m starting to get really quiet. And so I said to my boss, ‘You know, when your strongest employees stop using their voices and get quiet, you really need to find out why.” 

In many ways she was telling me that she was on the verge of quiet quitting. “Quitting Quietly” is a newly labeled phenomenon which I believe is essentially the result of employees not being heard. 

There is a movement of previously highly ambitious, committed workers who are making the choice to stop going above and beyond. They are no longer stretching  the work day into the evening, weekends, and paid time off. They are no longer enamored by new titles without salary increases. They are staying in their roles and doing only what is reasonable in a 40 hour week. Instead of participating in the Great Resignation, they are Quietly Quitting.

There is a risk you take when you don’t know how to listen, ask curious questions, and validate that you hear people. The risk is that they will shut down and stop contributing. And they will stop using their unique strengths, talents, and expertise and help you to achieve your goals. 

There are many reasons why, as leaders, it is hard to listen to the most vocal employees. Especially if you are already overwhelmed and managing as much as you can.

But you must! You absolutely must make time to listen. You must help them know that they are seen and heard, even if you don’t agree or aren’t able to fix what they are wanting to be different. And, when you hear something from an employee that can be fixed or changed or implemented, you must remember to credit them. 

Here are my quick and easy steps to begin:

Step away from being the expert

Clear your mind of assumptions about how people feel, what they believe and what they value or don’t value about work.

Get curious

Openly and authentically become curious and ask for their perspective and feedback on their work, the workplace, your leadership and their goals. 

Make sure there are no punishments

These conversations are sacred. Treat them as such. Make sure there are no intended or unintended negative consequences for the person sharing with you. Notice when you want to defend, justify, make excuses or blame - and don’t. 

Avoid your desire to be the expert

Make suggestions, or tell them what they should think or feel.  Don’t try to fix anything or promise anything in that moment. Just listen. Just receive. And express gratitude.  

Take appropriate action

It may mean advocating for changes, or making changes yourself. It may mean giving feedback. Or it may mean sharing patterns and trends you are hearing with peers and other leaders and creating plans for change or improvement.

Circle back 

Be sure to go back and let people know you heard them. Let them know what action you took. And, if you couldn’t or didn’t take action, let them know that too. Thank them for sharing with you. 

Repeat

Look for opportunities to continue dialogues. Check in often. Listen. Listen. Listen.  

I’m not suggesting that helping your people feel seen and heard will end Quiet Quitting. I am saying that when you pause, become curious, and listen deeply, both leaders and employees benefit.