How great leaders boost motivation and avoid quiet quitting

10 hours ago7 min read5 comments

The narrative of 'quiet quitting' has been framed as a generational rebellion, a disengagement crisis, and a profound leadership failure, suggesting a workforce collectively deciding to coast. Yet, according to new global research from Culture Amp, which analyzed the experiences of 3.3 million employees worldwide, the reality is far more nuanced. Fewer than 2% of employees actually fit the definition of quiet quitting—those lacking motivation to go above and beyond but still planning to stay.This finding challenges the viral headlines and points to a more complex human story unfolding within organizations. When you sit down and really talk to people, you find that what looks like disengagement from the outside is often a symptom of something else entirely—a search for meaning, a need for recognition, or a feeling of being stuck.Leaders, therefore, face the real challenge not of rooting out a phantom army of quiet quitters, but of strengthening the conditions that inspire people to show up with purpose. This begins with listening not like a detective searching for clues of malfeasance, but like a scientist, with genuine curiosity.As Amy Lavoie, VP of people science at Culture Amp, suggests, approaching an employee with compassion and asking 'What’s really going on for them?' can uncover the root causes behind their behavior, creating the psychological safety necessary for sustained high performance. An often-overlooked insight is that while less than 2% are quietly quitting, more than half—52%—are both motivated and committed.These are the employees carrying organizations forward, yet they frequently receive the least attention. In the countless interviews and conversations that form the bedrock of understanding human dynamics at work, a common thread emerges: people thrive on recognition and the sight of a clear path forward.Celebrating these engaged employees and tying appreciation to their future potential, saying something like, 'Here’s the impact you’ve made, and here’s what’s next,' can be profoundly motivating. The concept of retention itself needs re-examination.'Job hugging,' where employees hold onto roles out of fear rather than passion, can stifle both individual growth and organizational innovation. As Justin Angsuwat, chief people officer at Culture Amp, astutely observes, 'Fear drains people.Purpose fuels them. ' The goal is not to keep every single person in their seat, but to ensure they stay for the right reasons.Leaders can explore this by asking questions that get to the heart of the human experience at work: 'What keeps you here, and what would make your work even more energizing?' or 'If you could design your next step here, what would it look like?' Furthermore, the modern workplace often creates a productivity paradox, demanding more output while providing less support. High-performing teams in fields like firefighting or surgery understand that peak performance is a balance of intense focus and dedicated recovery.Leaders can apply this principle by designing for sustainable energy—redistributing workloads, encouraging genuine rest, and rewarding behaviors that support long-term resilience. When energy drives performance, motivation naturally follows.Finally, in a shifting labor market, assumptions are dangerous. Data reveals a steady four-point decline in global motivation since 2021, yet it also debunks myths, such as remote employees being more likely to quiet quit.As Heather Walker, a senior data journalist at Culture Amp, puts it, we shouldn't feed the drama of division. In reality, leaders and employees are on the same side of the table, facing the same fundamental human problem: how to create the conditions for work to be successful, meaningful, and energizing.The quiet quitting headlines might be catchy, but the real story is about the quality of our relationships at work. Motivation, trust, and energy are renewable resources, but they require intentional and empathetic cultivation from leaders who are willing to look beyond the hype and connect with the human beings behind the job titles.

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