In the past few years, we have often heard the term “quiet quitting” used when employees begin to disengage. I have heard this explained as laziness and lack of dedication, but more often, it’s a signal of unmet needs, unclear expectations, or a breakdown in trust.

Quiet quitting isn’t quitting. It’s coping.
Employees who quietly pull back are often trying to protect their well-being in environments where they feel unheard, undervalued, or overwhelmed. The solution isn’t stricter policies or more oversight, it’s open, honest communication.

Here’s how leaders can begin:

1. Start with curiosity, not judgment.
   Ask questions like, “How are you feeling about your workload?” or “What’s been energizing or draining for you lately?” These open-ended prompts invite dialogue and show you care.
2. Create psychological safety.
   Employees need to know they can speak up without fear of retaliation. Normalize conversations about boundaries, burnout, and balance.
3. Clarify expectations and purpose.
   Many disengaged employees are unclear about what’s expected of them or how their work connects to the bigger picture. Revisit goals and values together.
4. Hold people accountable.
   If employees aren’t fulfilling their responsibilities, address it directly and respectfully. Accountability builds trust when it’s paired with fairness and support.
5. Follow through.
   Listening is powerful, but acting on what you hear is transformational. If someone shares a concern, respond with tangible support or changes.

Quiet quitting is a call for connection, and with open communication, we can answer it.

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Written by: Erin McKown, Director of Corporate Development & Training