Tag Archives: management style

Quiet Quitting & Why It is Trending

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The phenomenon of ‘Quiet Quitting’ has to be seen in the right perspective. The first, dismissive take was that an increasing number of the workforce is psychologically detached from their jobs and are doing the bare minimum. But in reality, ‘Quiet Quitting’ does not mean that people are spending a miserable 8 to 10 hours a day at the job. ‘It refers to quitting the idea of going above and beyond and no longer subscribing  to the hustle culture that work has to be your life.’ The 2-year global pandemic ‘was a pause on the constantly running treadmill.’

The Wuhan virus emerged from a lab leak in China. So does the Quiet Quitting Syndrome. There is a great similarity and link to recent trends amongst Chinese millennials such as ‘touching fish’ (mo yu) in which young people chat about how to pass time by drinking 8-10 glasses of water a day or dancing and exercising during breaks in the office. Such Tik Tok videos became the rage in a country where the ‘Factory to the World’ has many labour camps. Jack Ma, the tech billionaire, had publicly pushed for 12-14 hour work days. The founder of the e-commerce behemoth Ali Baba, who has now been side-lined by the Chinese Communist Party, has now toned down to say that tech advancements would help people work for fewer hours and live longer.

There is enough evidence to establish that this has become a global phenomenon. 50% of the US workforce have defined themselves as Quiet Quitters-doing what the job requires, no more and no less. Setting healthy work boundaries and not working outside routine job hours unless adequately compensated. No emailing after work hours, not responding to messages on the weekend and no off-the-clock meetings. In a sense, this acknowledges the global workforce burnout (52% per Gallup polls) and is being projected as the ultimate mantra for work-life balance. Sadly, India has the lowest well-being worldwide, a measly- 11%. (Gallup 2022 State of Global Workplace Report.).

Whilst Companies continue to talk about employee-centric initiatives to help fight burnout, disengagement and overwork, there is enough research to show that people are working way too much in today’s hyper-connected world. Most employees are fed up with a system that insists on taking their personal time without giving anything in return. So they are reclaiming their powers by just doing their job.

This unhealthy, silent battle is essentially rooted in ‘low conscious leadership’ which creates the Us vs Them dynamic. Organisation leaders are not accepting their crucial role in creating a burn-out culture which now pushes their team members to set the work hours boundaries. Such leaders, and unfortunately their numbers are growing, do not empathise with vulnerability, champion open dialogue, welcome diversity of perspective or ideas or encourage self-care or dignity in the workplace. In a way, quiet quitting is a misnomer for 2 words- ‘toxic culture. The participants are not doing anything radical. They are not sleeping at the wheel. They have just drawn the line- going about their business and performing their functions as required during their agreed-upon work timings.

Quiet Quitting is less about a lack of interest in work than about a Manager’s inability to build bonds. Where are the people who invest time in building one-to-one relations with their teams? Where are the leaders who ask themselves, ‘How best can I support my team members?  There are some but their breed is declining. This trend is putting the spotlight on a mechanical work culture where even the manager-employee relations have become transactional.  One of the big reasons for Quiet Quitting is the feeling of being underappreciated or even disrespected. To reverse this crisis, a supportive environment has to be created where the employees feel comfortable in voicing that they are deadbeat or that their bandwidth is exhausted; or in taking time off for personal wellness or family; having fun collaborating with colleagues and coming out with innovative solutions for their challenges.

To be an Advocate for the Greater Good, the Manager has to say ‘NO’ to projects and assignments which are beyond his team’s bandwidth. Mobilise more resources to be more efficient and productive instead of piling even more work on employees who are already sorely stretched. Proactive leaders may free some employee capacity by scrapping unproductive meetings; bringing some flexibility to Work from Home norms; by simplifying and streamlining processes. The leader has to become an example for the team for work-life integration. If she/he is addicted to sending emails during the night or calls during lunch break or reviews during weekends, it’s time to sit back and reset the boundaries.

There are, of course, downsides to this trending trend. There are corporate leaders and HR coaches who simply see it as symptoms of tardiness and laziness.  Some also suggest that such employees lack the motivation to ladder up or grow as professionals. They are also sarcastically compared to the chronic over-achievers in this all-pervasive all-on culture. Some of these Star-employees tend to be loud and morph into Yes-Men for the Boss. Some others manipulate and project themselves into the Boss’s good books. A co-worker who often stays late at the office or responds to e-mails on Sundays gets the attention & appreciation of the Senior Management. The attitudes and choices of these chosen ones quietly become the norm for the workforce. The flip side is that many figure out that there is no point in channelizing all energy into work where there is a lack of career growth opportunities as they have not signed into the hustle culture. If there is no suitable opportunity outside they settle down quietly under the radar.

Yes, every office and workspace has its share of underperformers and even troublemakers. If they do not mend their ways, they have to be shown the EXIT door. There are HR pundits who castigate the entire bunch of Quiet Quitters as people who are missing out on a chance to feel a real purpose in their lives. In polite lingo, they are branded as ‘Slackers’ or ‘Shirkers’. Many corporate honchos call them out as ‘lazy bums.’ The quiet response is that they are trying to locate their sense of purpose and identity outside their jobs- with family and friends, in hobbies and social work, through spirituality and meditation.

Quiet Quitters are at risk of losing their jobs and being passed over for promotions and salary hikes. But corporates regularly pass over deserving candidates for promotions and salary hikes. They also lay off hard-working people all the time because they have to ‘cut flab’ or because of factors like seniority, personal relationships, failed strategy or just to slash costs. Then, there are leaders who penalise and ignore employees in the hope that they leave off their own accord. This is called ‘Quiet Firing.’

The other real concern that psychologists point out is that emotional detachment at the workplace cannot be confined to the workplace alone. It spills over into the other areas of a person’s life. It permeates into home and family, friends and social life. It can lead to alcohol and drug excesses or even addiction. Well-meaning HR counsellors suggest taking a break, re-evaluating career options, upskilling and doing nothing which undermines the professional reputation or the individual resume.

Quiet Quitting has a big downside for the bosses, who have long relied on employees for extra-long work hours and doing work that is not accounted for in their salaries or job descriptions. Companies may be forced to hire more to achieve productivity goals or business targets rather than expecting current employees to put in 12-hour work days without appropriate rewards or compensations. Hence, there are likely to be massive downstream effects for corporates and industries across the spectrum. CEOs will have to mull over and decide whether they can rely on their existing teams to deliver during a downturn or whether they can afford to fire and replace seasoned quiet quitters in a tight labour market.

Interestingly, an AI start-up claims to offer a solution- analysing emails & slack messages to detect the level of engagement, burn-out and turnover risks amongst employees.

Corporates, Industrial houses, large firms and Institutions can only ignore ‘Quiet Quitting’ at their own peril. A more open-minded, engaged and grounded leadership can stem the flow of this malaise and can even turn the growing tide of employee disenchantment.

The Corporate Quicksand

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The Corporate World- swanky glass-fronted buildings, CCTV’s and security guards, luxury cars and SUV’s gracing the parking lot. Marquee IT companies, big name consulting, MNC & Indian private sector banks and insurance companies, sprawling industrial complexes and OEM’s. The Aura and Smell of Success. Ticking all the boxes in the corporate report card- stock prices, market share, profits and branding.

What about the employees who inhabit this world, especially at the middle-management and junior levels. Obviously revelling in their success, thanking their stars and counting their blessings, right? Not quite. There is some starkness behind all the glitter.

Even a few years ago, corporate culture was reflected by a Mission statement. To be the trusted partner for customers: the preferred employer for employees: to protect and advance the interests of the shareholders. Some sense of balance was achieved for all stakeholders and this profoundly influenced the work environment.

Yes, the promoters have invested money in the business and expect a good ROI. They are not here for charity. But the pendulum has swung so much that it is now all about enriching the share-holders. In a competitive market, the customers do figure prominently in the narrative. But it is the employee who actually makes things happen on the ground who lurks insecurely in the shadows. Pause. Some may shrug and say change is inevitable as the Corporate grows big.

It is the time of hands-off Management. Targets are assigned for the various business verticals. Monitoring is done on a daily basis. It is common to get WhatsApp messages at 10 pm at night demanding the day’s results. Workdays are structured around review meetings , con-calls and video-conferencing. There is a cascading effect of pressure on the front-line team. They become the TARGET. The language used can be colourful and intimidating. The middle level executives off-load on them after getting roasted by their bosses.

Perhaps People Management is now looked upon as a weakness. An unproductive area to invest time and energy in. They are being paid well and are expected to deliver always. Never mind that it is these people who have strived to build the brand, joined in the daily grind to ensure the Company’s success. Of course, no Company or even an office can afford to carry dead-weights. The inefficient and the incompetent, the trouble-maker or the unethical will have to go. All this, in the context of normal times.

Listening is no longer the norm. It is a one-way traffic down the line. Not so long ago, leaders used to tap into the ground realities. Find time even for a fresher employee. Go on joint calls. Discuss problems. Find solutions. Encourage. Motivate. Be there during difficult times. Leaders have now mutated into Bosses. They take their cue from the top man and nobody wants to step out of line. Voices of Reason have been drowned out by the noise and rattle of this passing bandwagon. Except the inner coterie, no one knows when their time has come. It is a Catch-22 situation. It definitely gnaws at the souls of the well-meaning professionals.

Where everything is reduced to hard-nosed business numbers, politics and sycophancy thrive. Reliable sources told me about an organisation where the top honcho liked to be addressed as the Supreme Leader or the Great Leader in mails and adulatory speeches. Even PPTs made by the senior management were buttressed with his quotes. Shades of North Korea, what? The world is really getting smaller.

There are Bosses who openly take pride in being ruthless. Survival of the Fittest. Any wonder, that the survival instinct kicks in? As the old nursery rhyme goes, “Yes Sir, Yes Sir, three bags full Sir.” The good men and women within an organisation who are still respected and can make a difference have also thrown in the towel, for now. Their energy has been sapped. They cannot take on the System. The days of think tanks and brainstorming on good ideas and initiatives have long gone. And the sad thought is that many youngsters imbibe these trends and attributes as the lessons of management.

Employee No. XXX has to reach office before the appointed hour. Out-Time is very flexible especially if you are saddled with a bad-boss or are down the food-chain. Not good for your professional health if the Chief thinks of you as a work-shirker. Including travel time, many spend a good 12 hours plus on the job. Add business tours and travels. With very little quality time for family and friends, work-life balance has been reduced to the classic corporate Lip Service. Stress at work plus less time with family makes for a toxic mix. Kids can easily grow up as strangers and it takes a heavy toll on a normal married life.

A fair number of such workers pride themselves on being workaholics. Sincere, dedicated- with whole-hearted involvement. But workaholism is a disease, an addiction which does a lot of harm to the individual. Other than the bad impact of Stress on health, this misled person can never evolve or grow- missing out on many slices and joys of life. Dr Abdul Kalam’s observation is pertinent for the current corporate climate, “Love your job but don’t love your company because you may not know when your company stops loving you.”

Some of the more savvy Corporates are tinkering around without rocking the boat. One hears of good initiatives like mandatory leaves, work from home facilities, cultural events, yoga sessions and the like. But the broader narrative remains unchanged. Monday Blues have become very common. Enjoying work – a disappearing experience. Things have become very clinical and mechanical, impersonal and a tad cold. It is all about NUMBERS. The human touch has been lost.

The advent of technology, innovation and disruption has added to the woes and the grim picture. We have to accept the inevitable. Technology will reduce costs significantly and bring efficiency and convenience of service delivery. The customer also stands to benefit. AI, Bots and Blockchain will dramatically change many of the routine operational processes across industries. But the manner in which some Industry Chieftans, whose words matter, are projecting it is both immature and insensitive with no regard to the collateral damage. Use and throw. The thousands who contributed to making a Company a brand are reaching their shelf-life. No plan B, no up-skilling, no re-deployment, no re-structuring. Tough times ahead. However, the Board is only fixated on market share, valuation and profits. Not on the Greater Good. Not on adding the blessings of their own team to the Balance Sheet.

I remain optimistic that the pendulum will swing back. Good Sense will prevail. Creative CEO’s and CXO’s will buck the trend and revive the balance and fairness embodied in the Mission Statement triangle referred to earlier. Also, a Salute to the few who are not scrambling onto this gravy train. The OUTLIERS. Who continue to acknowledge the contributions of their Team Members. Knowing that a good work environment itself guarantees productivity, consistent results and success.

But for now it’s SHOW ME THE MONEY. Surely a big consulting firm can be persuaded to bestow on the Company- “The Best Company to Work For” Award.