“Quiet quitting” is a new name for an old behavior. The authors, who have conducted 360-degree leadership assessments for decades, have regularly asked people to rate whether their “work environment is a place where people want to go the extra mile.” Their data indicates that quiet quitting is usually less about an employee’s willingness to work harder and more creatively, and more about a manager’s ability to build a relationship with their employees where they are not counting the minutes until quitting time.
Every employee, every workday, makes a decision: Are they only willing to do the minimum work necessary to keep their job? Or are they willing to put more of their energy and effort into their work?
In the last few weeks, many of those who choose the former have self-identified as “quiet quitters.” They reject the idea that work should be a central focus of their life. They resist the expectation of giving their all or putting in…
This article was written by Jack Zenger and originally published on hbr.org