Quiet Quitting. It’s the term you’ve seen floating around the online sphere of workplace dialogue. Whether it’s about doing the bare minimum at work, or simply not doing extra work without extra compensation, the concept of Quiet Quitting has received a diverse heap of responses and has unearthed more terms like Quiet Managing and Quiet Firing.
According to Insight Global, Quiet Quitting refers to:
“the act of completing the tasks outlined in a job description during expected working hours and drawing a hard line of pushing those boundaries.”
For some, the fact that the term defining this concept even contains the word “quitting” is outrageous, as it simply describes doing one’s job; meeting deadlines and completing the agreed upon work one is compensated for. For them, the term is a rebuttal to the hustle culture that has crept up on workers everywhere.
Others describe Quiet Quitters as an entitled group of employees who will eventually be left behind as their colleagues continue to go above and beyond.
In light of the movement, we decided to poll our LinkedIn community to see if business leaders felt concerned about the phenomenon. TEC Canada member and COO of TLC Solutions, Mike Nunn, voted on the poll and provided a unique opinion on what Quiet Quitting means to him:
Naturally, we were eager to dig further, so we asked Mike a few questions to expand on his concept of Quiet Quitting being a symptom of something bigger.
Here’s our Q&A with Mike Nunn:
HOW CAN COMPANIES OFFER A BIG GOAL THAT EVERYONE CAN INFLUENCE?
1. Choose a goal that is measurable and fully within the company’s control.
Client satisfaction is an example of a strategic goal that the company doesn’t fully own—at some point, you’re at the mercy of whether the customer fills out the feedback form (they do it usually 10-30% of the time), so they won’t receive a comprehensive picture.
If you’re a product company, try starting with speed to market or quality as a common goal. If you’re a service business, look to first response time or on-time delivery.
No matter what you pick, it needs to be measurable. If you can’t measure it, you can’t improve it.
2. Ensure your goal requires the company to change how it executes.
After all, if you continue to do the same work, you’ll continue to get the same results.
The goal must be something that everyone in the business can directly or indirectly impact and engage the team to find new ways of completing their work.
Pick a goal that not only makes you the best in your industry but puts you in a category your clients will notice.
3. Check your ego at the door.
As a leader, you need to fairly consider all ideas supporting the goal. If an idea is implemented, be sure to give credit where it is due.
Once this goal is achieved, move on to the next one.