Are you a ‘quiet quitter’?
In the last few days, I’ve come across the term “quiet quitting” at least four times. It means doing only what is required on your job. People seem to think this is an invention of Gen-whatever-it-is-now, young people who are relatively new to the workplace.
One of the advantages of having been in the workforce for many decades is that I know an old pattern when I see it. The label may be new, but “quiet quitting” has been around for a long time. In fact, I would suggest that it’s how most people work. They meet expectations, but they don’t make work the focus of their whole lives.
Isn’t that the assumed contract between employers and employees?
On the employer side, the deal is that they’ll pay a fair wage, lay out clear expectations, evaluate performance objectively, and provide rewards accordingly. Of course, in the real world, any one of those elements may be missing. Some employers pay horribly low wages for demanding and difficult jobs. Some managers never make their expectations clear. Performance evaluation is notoriously difficult in many jobs and is often influenced by biases and personal relationships. And many employers don’t link rewards to performance in a way that motivates their employees. If employers want to get the best from their people, they have a responsibility to identify and fix these problems.
3 Types of Employees — and None of Them Is Actually Quitting
On the employee side, I see three categories:
People who are not doing their jobs
They may lack the ability, the skills, the tools, or the motivation. A smart employer will evaluate what the problem is and perhaps provide additional training, resources, or incentives to fix the problem. But if that doesn’t work, the person will probably lose their job.
People who are doing their jobs
They’re completing the required tasks with the required quality in the required time frame. They’re what we’ve been calling “B players” and are now “quiet quitters.” They’ll probably stay in the same role, although they may be vulnerable to layoffs when times are tough.
People who are going beyond the job expectations.
These are the hustlers, the people who are looking for ways to do more, the ambitious folks. They are often passionate about their jobs and they want to be great. They are the “A players,” and in many workplaces, they’re the ones who will be selected for additional opportunities, responsibilities, and promotions.
As I said, I find most employees fall into category two. Nothing wrong with that. You’re providing fair value to your employer. Perhaps you have other priorities, responsibilities, and passions in your life that demand your energy. Just don’t expect that you’ll be on the fast track for raises and promotions.
If you want to get ahead in most companies, quiet quitting won’t get you there. You need to show that you care more and you can do more. You can set yourself up for success by finding a job that fits with your passion and provides meaning and satisfaction. Then you’ll want to do more. Just make sure the people with the power to promote you see and value the extra work you’re doing, and that they have reason to compensate you appropriately. Otherwise you can end up toiling for recognition that will never come.
By the way, one of the ways many employers are identifying the “A players” is by watching who is returning to the office. Of course, this is not true for all employers and all roles. Nor does it mean that you have to spend 80 hours a week at the office. But if you work for a company that’s asking employees to come back and you want to be an “A player,” show up. Being in the office gives you visibility, puts you in the know, and strengthens relationships.
Being a “B player” may be the right choice for you. But I’d advise you not to call it “quiet quitting.” Just doing your job is a lot harder than “quitting.” Don’t sell yourself short.
