Amanda Tweten headshot
Amanda Tweten

The list of things that were changed by COVID-19 is still growing and likely longer than many of us realize. But somewhere on that list is the prioritization of personal/professional life balance.

For some, the ability to earn income was taken away in an instant. For others, it felt as if everything except work disappeared. And for many more, the question of what work-life balance actually means blew up before their very eyes. What remains a mystery, however, is how individuals can build both their careers and care for themselves, and their families, without completely sacrificing one for the other. 

So much of what we thought we knew about the workplace is different today. Even the landscape of job-seeking and how organizations hire has changed — maybe forever.

Collectively, after COVID-19 forced employees to wrestle with how fragile life can be, workplaces across industries entered into the Great Resignation. Gone are the days when potential employees were at the mercy of the job interview process. Today, business leaders find themselves in an environment where possible workers are asking whether the job is a good fit for them, and not the other way around. In some industries, workers have many more options, making employers work that much harder to attract and retain top talent. This transfer of the power dynamics of the recruitment process has not been smooth, and staffing shortages further exacerbate employee burnout, keeping them in a never-ending loop of imbalance.

It’s all work. Where’s the life part?

Now, two plus years into the pandemic, the term “quiet quitting” has crept into our vocabulary. When first hearing it, the phrase feels as if it’s meant to elicit a negative reaction, and in many cases, it does. But, perhaps the expression is simply misunderstood.

So then, what is quiet quitting? Is it quitting without notice? Does it describe employees who show up, only to perform mediocre tasks, half-heartedly, until the workday is done? Is it about leaving employers in a lurch, again?

Nope. Quiet quitting is none of the above.

Quiet quitting is simply creating boundaries and reclaiming the work-life balance so many employees lost to hustle culture. And mindful leaders — empathetic leaders — are looking to quiet quitters to better understand the needs of a changing workforce.

Going above and beyond is only going above and beyond if it’s done on occasion. When it becomes a necessary part of every day, it’s actually just the job, and the expectation should be communicated on the front end of the hiring process. Overtime should be the exception, not the rule. And it should come with extra pay, not disdain, resentment or the threat of  termination.

So, what can leaders learn about quiet quitting? Here are three lessons.

1. Quiet quitting isn’t about stealing time

Some employers have grown accustomed to employees who will do whatever it takes, whenever it takes, to get the job done. They believe quiet quitting means that team members will make a habit of underachieving and exerting the minimum amount of energy (and creativity) to complete any given task.

Research, however, shows that the opposite is true. Engagement and productivity increase when responsibilities are communicated clearly and individuals have time to rest and regroup between projects. Employees are more focused, experience less burnout and are more willing to put forth their best effort when they aren’t in a constant state of exhaustion.

Leaders struggling to understand the concept of quiet quitting may benefit from some radical truth-telling and recognize that their real issue may be in losing access to employees outside of business hours.

2. It isn’t the reason for your staffing shortages

It’s true, the Great Resignation is raging on. But quiet quitters aren’t to blame. After all, they still are part of the workforce.

With current staff members pushing back on more responsibilities for less reward, employers may find themselves frustrated in trying to fill gaps in the workplace. But in encouraging employees to keep a healthy balance between work and home life, even teams experiencing shortages may build better morale and outperform fully staffed teams.

3. Quiet quitting may be a sign of a larger problem

Employees who feel seen and appreciated by their employers and colleagues are more loyal to the workplace.

Workers spend a large part of their lives helping employers to fulfill their dreams without having their own recognized, so when individuals feel undervalued, there’s bound to be some resentment. If those in positions of leadership notice a pattern of underperformance or a general sense of detachment, especially in team members who usually are excited in their roles, then act fast.

If entire teams have resorted to quiet quitting, setting inflexible boundaries and expressing frustration with current working conditions, then there likely is a larger issue at hand. And without positive intervention, quiet quitters can become actual quitters very quickly. Remember, above all else, what most people want is a job they enjoy in an environment where they feel respected.

Employees understand their value in an ever-changing workforce. And adept leaders want teams to come together, help problem-solve their staffing challenges, support one another, fulfill their workplace responsibilities and then go home at the end of their workday to use their time however they wish.

Leaders can run successful organizations and embrace quiet quitting. They aren’t mutually exclusive, and holding space for the latter may increase the likelihood of the former. Burnout got us to the Great Resignation. Continuing to allow employees to experience overwhelming stress won’t get us out of it. It’s time leaders wrestle with the implications of quiet quitting and adapt.

Amanda Tweten is chief operating officer at Arrow Senior Living.

The opinions expressed in each McKnight’s Senior Living guest column are those of the author and are not necessarily those of McKnight’s Senior Living.

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