Quiet Firing: The Other Side of the Coin

While “quiet quitting” points to a less engaged workforce that has a desire to close their laptops at 5 p.m., engage in the lives of their children, and have a job that complements their life, what about the lesser-known term but widely known practice “silent firing.” What is it? And how can we, as inclusive leaders, address the issue?

While quiet quitting refers to workers doing the minimum expected of them at work, the internet has coined a new term for what managers could end up doing in response – “quiet firing.” I believe this unhealthy, silent battle is rooted in low-conscious leadership, which creates an "us vs. them" dynamic.

Leaders who are low-conscious fail to model vulnerability, promote open dialogue, embrace the diversity of perspectives, and encourage self-care in their workplaces. When people managers slowly take away responsibilities and projects, this encourages employees to quit because of unclear career trajectories. Their lack of inclusion and distance from responsibilities previously given to them leads to decreased belonging and lack of perceived value. This is silent firing.

According to a 2022 Gallup survey, 60 percent of respondents reported feeling emotionally detached at work, which tells us that most employees are not being supported or heard. As inclusive leaders, we have a responsibility for the environment we are creating via our policies, practices, and procedures.

In the new world of distributed work, it’s easy to discredit the individual while not holding the organization accountable. That's exactly why we build inclusive leaders – who lead with empathy and compassion and focus on the person instead of the problem. By putting people at the center, we build more ethical and inclusive organizations that are more innovative. And we all know, innovation leads to better business results and profits.

Instead of worrying about whether employees are doing more than the minimum, people leaders need to ask, "How can I best support my team by leading with compassion and empathy?”

Here are a few inclusive ways in which leaders can better support their teams in this wacky era of quiet quitting and silent firing:

• Set an Example: Consider the boundaries you have created (or have not created). How often do you respond to emails? Are you messaging them in the middle of the night? Do you take calls during lunch breaks or on weekends? If the answer to most of these questions is "yes," it’s good practice to take a step back and reassess how you can effectively create boundaries that demonstrate your commitment to a life-work rhythm.

• Be an Advocate: As an inclusive leader, advocate for your team. You are working alongside the people you lead, not fighting a battle against them. Saying “yes, and” or “yes, but” to projects allows for a more comprehensive approach to time management. It can allow your team to get the resources they need to be more efficient instead of ignoring capacity issues and piling more work onto current employees.

• Build 1-1 Relationships: Lead with a people-first mindset. Hold one-on-one meetings to learn more about each person’s goals, challenges, and long-term aspirations. Form personal connections. The more authentic your relationship with your team members, the more likely they will come to you when they need your support. Their unique perspective and life experiences are an asset to your team, not a liability.

Workplace culture changes when employees feel valued, seen, and heard. Organizations led by inclusive leaders worry less about quiet quitting because they do not engage in silent firing. Sustainable success is fostered by a culture of mutual respect among the collective held together by equitable policies, practices, and procedures.

Photo by Igor Omilaev on Unsplash