The quiet quitting and quiet firing phenomenon has continued to get more and more attention in the last few weeks, almost becoming sensationalized on social media. Employees are doubling down on their reasons for only giving 25% at work, and leaders are wielding their power by quietly firing in retaliation (seemingly).
In case you haven't been following the news on this, I'll briefly define each:
Quiet quitting: Employees show up to work and do the bare minimum according to how they feel they are paid and how they are treated. No working overtime, vying for projects, going the extra mile- simply completing their job description, getting paid, and going home. Employees may do this in response to not feeling heard, not being paid what they feel they are worth, being marginalized, or as a coping mechanism to manage daily stress. People who fall outside of who the traditional workplace is designed for (neurodivergent people or differently-abled people, for example) can operate in these ways just to cope with needing to work to pay bills, and having to do so in an environment not set up for their success.
Quiet firing: Managers and organizational leadership intentionally create chaos as hostility in the work environment in order to encourage one or more employees to leave on their own. Companies have used this to push out whistleblowers, under-performers, those who don't "fit in", and even over-performers in some cases. This can be used wide-scale to reduce workforce and save costs, or can be a tactic of workplace mobbing targeting one individual.
Neither phenomenon is new- only the social media attention to it is, which gives us a great opportunity to really dissect what's happening, why, and figure out possible solutions for these underlying issues. (Note: these of course are my observations and opinions shared to open the discussion).
Where's the Trust?
The dance of quiet firing and quitting reminds me of a toxic relationship with a friend or partner. Both may have unspoken expectations and concerns neither are addressing, and thus a series of behaviors follow in order to either push one or the other away or manipulate one or the other into behaving according to the unspoken expectations (whew- that was tiring just typing that). What's happening with the quiet quitting/firing phenomenon is very much the same thing- organizational relationships that are not built on proven trust, but rather selling points, empty promises, and false commitments. Organizational leaders are trained to enforce the status quo, using talking points and general expectations to gain the commitment of staff, while often ignoring or downplaying the issues that may be causing problems for those staff. Employees don't expect leaders to understand their needs, so they carry on doing the minimum, smiling, pretending to be content when in fact they are not.
How This Affects Working Relationships and the Work Environment
The recurring issue in this, and other organizational issues coming to light, is the lack of congruence between what is espoused and what is actually done. Organizations will continue to sugarcoat or flat-out ignore their dysfunction when recruiting employees in hopes of attracting top talent. The problem though is that top-tier candidates have high expectations and will not tolerate unaddressed dysfunction and mistreatment for very long (and when they have to for financial or other reasons, quiet quitting can result). This strategy destroys trust and potentially puts the reputation of the organization at risk, not to mention takes a mental and physical toll on employees. To recruiters and managers still using this strategy- please stop! While it may temporarily fill a seat and get you off the hook, you may be creating more issues down the line, potentially setting an unknowing employee up for emotional damage, mental abuse, and disappointment.
Solutions?
As with most things, there is no easy solution or instant cure-all. Although unconventional, the best solutions we can start with are simple: transparency, respect, and letting go of politics and outdated beliefs around the need to manipulate people to gain their commitment. Influencing organizations and employees to unlearn the almost automatic practices we've engaged in for so long will take some time. But it can't happen at all if we don't at least start to have conversations.
If your organization is operating from a place of honesty and transparency, be very clear and open about any and all organizational issues your employee may be exposed to should they accept a role in your company. For current staff, don't be afraid to have conversations and learn from them what their experience is truly like- and have these conversations with the intent to learn, not manipulate or retaliate. Even in cases where you (as a leader) may feel your hands are tied, be forthcoming about what you can do to support your employee, while remaining transparent about the organization, the work, and the future of business.
Employees do not need to be molded or manipulated, and organizations shouldn't want that. Times have changed, and many employees are wanting more than just some perks and a paycheck. While those things still motivate some, being truly valued, making a difference, and being paid a fair wage are what motivate many others. In the chaos of this crazy world, time has become a precious commodity, and people are less tolerant of spending it on things and in places that do not positively contribute to their well-being.
If organizations can learn to own their dysfunction and stand by their word to work through it, employees may be encouraged to dedicate themselves to their roles more. If employees could be transparent about how they really feel (without fear of retaliation), employees and leaders could work together to create a better environment. Until we can get to this point, quiet firing and quitting will remain part of organizational life.
Has your organization had conversations on quiet firing/quitting?
Have you ever experienced being quietly fired? Have you ever quietly quit? What was that like?
How can we influence conversations in our workspace that tackle these issues from a deeper perspective?
Hi! I'm Nicole, an organizational consultant and personal coach, who is passionate about inspiring the changes our society needs for all to thrive. Using lessons learned from my own experiences and challenges, I hope to help people within organizations by creating mentally, socially, and emotionally healthy workplaces for all. Check out the other resources on this site for more ways to do just that!
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