This article was originally published on Career Musings and is reprinted with permission.

Not only has “The Great Resignation” put employees in the driver’s seat, but the new craze of Quiet Quitting seems to be doing just that. Employees are re-evaluating their workplace priorities, and some have decided to do the bare minimum to get out of the hustle mentality we have become accustomed to.

Although the buzz phrase is trendy, quiet quitting is not a new phenomenon, neither is it a Gen-Z creation. There have always been employees who play by the 9-5 rule: arrive on time, go through the motions, watch the clock, then leave on time. What Gen-Z has courageously done is to call it out. They are not afraid to draw the line and say, “enough is enough”, when they feel unappreciated.

In its current context, quiet quitting occurs when employees experience any or all of the following:

• Increased stress and burnout.
• The work and workplace no longer excite them.
• They are not feeling valued at work.
• They are disrespected, sidelined for promotions, and given extra work (without being compensated for it).

When employees feel unfulfilled and unhappy at work, they become disengaged, and in subtle ways communicate their dissatisfaction by quietly quitting. It’s their way of saying, “There’s more to life than this. I am only going to do what you pay me to do, and no more”.

Contrary to Kevin O’Leary’s outburst that “If you are a quiet quitter, you’re a loser”, that’s not true. The Great Re-evaluation is taking place. People are rethinking their values. They are intimating that they want more than a paycheck. They want to be in environments that allow them to engage in meaningful work, find purpose and thrive. As Daniel Coleman of Emotional Intelligence fame said in a leadership article for Korn Ferry Institute, “quiet quitting isn’t really about avoiding work as much as it is about embracing a more meaningful life outside of it.”

One of the key findings of a survey done by ServiceNow, states that “In a time when people are rethinking what matters to them, there is an increasing trend to do work that is more meaningful and contributes to larger societal goals.”

Not everyone can quietly quit

As much as we would like to think that quiet quitting is a liberating concept, we must be mindful that not everyone can afford to do so. People of colour, women and other marginalized groups have to think twice because they are often held to a different standard. Some find they have to work doubly hard to even be recognized. Most women still have to deal with the balancing act of work and family. Many of these individuals fear that speaking up could impact their chances for advancement. Instead of speaking up, they suffer in silence, which affects their mental health.

In a conversation with a client yesterday he told me he showed an article about quiet quitting to his wife a few days ago, and she exclaimed, “That’s you”. He had joined the quiet quitting ranks without even realizing it. His challenge has been the fact he has always gone above and beyond at work yet it hasn’t paid off, despite exceptional performance. He decided, unintentionally, to ‘quiet quit’, and he is finding more joy in his life.

While he will continue doing his work within his prescribed work hours, he has carved out space to spend more time with his family, which includes small kids. He’s also engaging in hobbies that he didn’t have time for and now he is thinking of ways to benefit financially from these activities. He is no longer worried about work and whether or not he gets a promotion. His biggest benefit so far is his mental health.

Beyond the quiet quitting debate

The debate will continue about whether quiet quitting is right or wrong, but it is not sustainable. In the long run, it’s a loss for both employees and employers. Most employees want to find purpose in their work; they want to know they are contributing to something bigger. They also don’t want to be micromanaged, disrespected, or sidelined. Employers, for their part, will be thinking of its impact on the bottom line.

How can managers help and where do they start?

Managers can start by initiating one-on-one career conversations with their direct reports. Do not wait for the annual review, as that might be too late. If you don’t normally have these conversations, be transparent. Let them know from the outset that you genuinely care for their well-being and you want to create an informal space to get to know them better, understand their concerns, and help them succeed.

Although you may already have a set of questions of your own, here are some others that will help you start the conversation:

• How can I help you?
• What are your professional interests and values?
• What types of projects do you enjoy doing? What motivates you?
• What are your lifestyle needs?
• What are your top five skills (i.e., those in which you have the most proficiency and/or those you enjoy using the most)?
• What do you believe are the top two or three skills you need to learn to grow in your job, advance to the next level, or seek a new opportunity?

Don’t let it stop there. Make these conversations a routine part of your role.

What can employees do?

As an employee, you would benefit from reviewing the questions above in anticipation of the meeting. If your manager is not initiating the conversation, take the lead. You will need to learn how to advocate for yourself. Suffering in silence is not the answer. It brings on more stress. Before the meeting, think of your biggest concerns about your job. Are you looking for a more flexible work schedule, or for career advancement? You should also have specific questions for your manager such as:

• What’s the most valuable thing that I bring to this role?
• Can you provide me with feedback on how I am doing in my role? What am I doing well, and how can I improve?
• Are there opportunities for me to grow in this or another position?
• Are there opportunities for me to job shadow someone and expand my experience?
• Can I be assigned a mentor or a sponsor?

On the assumption that you have been documenting your work, take that journal as evidence of the work and projects you have been involved with. After I suggested to the client referenced above that he should start a journal of his work activities, he told me it was a double shock for him. First, he never took time to reflect on the contributions he was making, and he discovered he was doing a lot. Second, his manager was not aware of the amount of work he was doing, and the projects he took charge of until he showed him the evidence. Journaling was a confidence booster for the client. He said, “after going through the exercise, I felt like a leader even though I don’t have the title.”

What about your long-term career trajectory?

To those employees who are quietly quitting, set aside some time to consider the following questions as part of your long-term career plan:

• What vision do I have for my career?
• At the end of my career, what would be my most memorable achievements?
• How does my career vision connect with my company’s vision?
• What assignments will challenge me the most
• What skills and knowledge do I need to acquire?
• What attitudes or behaviours do I need to change or adopt?

Your answers to those questions will help you forge a path to your own career satisfaction without having to quietly quit. 

Daisy Wright, an award-winning certified career management and interview coach, author, and certified resume strategist. I collaborate with executives, managers, and mid-career professionals in all aspects of their career and job search to help them get hired FASTER! I am the Founder and Chief Encouragement Officer of The Wright Career Solution and quite passionate about diversity and inclusion and women’s issues.