Quiet quitting isn’t a new concept, I am sure of that. But it is now a prominent concept.

We need to work with our teams to re-define the “psychological contract” – those unwritten expectations between the employer and employee.

Many years ago we were stuck with a 9-5 transactional relationship. Long terms careers with the same company, and slowly moving up the ladder.

But the world of work is different now. People want a career, but value more interesting work, opportunities to grow and flexibility.

So, how can we solve this challenge? Well, we need managers to be really clear up front when hiring people on what the job entails and the expectations (tell the truth, and the full picture – don’t sell promises you cant keep).

We also need leaders to listen, and act, upon feedback of the team. People want to speak up – before they “quit” and give you a chance to offer them what they need and expect.

We need people not to feel (or be) overworked, and, overwhelmed. People don’t accept unreasonable demands.

Managers have to also treat their people as individuals. Respect differences, tailor experiences at work. Each an individual – with their own career paths.

And finally, focus on culture. Have people really, truly, brought into the culture of the company. Bring them on the journey, show them how they are contributing and having an impact.

The result will be far less “quiet quitting”.