The Backlash Against Quiet Quitting Is Getting Loud
3 min
People have serious opinions about not taking your job too seriously.
The viral term “quiet quitting” isn’t really about quitting, nor is there anything quiet about the debate it has unleashed about careers and coasting this summer. What started as a quiet movement among office workers looking to draw firmer work-life boundaries after two years of pandemic overtime has grown into a rallying cry.
Of course, every generation of workers has had its anti-work philosophies and many managers and striving colleagues have always taken issue with them. Cue the quiet-quitting backlash: The concept has sparked a flood of vehement commentary from business leaders, career coaches and other professionals lamenting what the shift away from hustle culture means for Americans’ commitment to their jobs, while some young professionals are praising it.
“Quiet quitting isn’t just about quitting on a job, it’s a step toward quitting on life,” wrote Arianna Huffington, founder of health and wellness startup Thrive Global, in a LinkedIn post that has garnered thousands of reactions. Kevin O’Leary, co-star on ABC’s “Shark Tank” and chairman of O’Shares ETFs, called quiet quitting a horrible approach to building a career: “You have to go beyond because you want to. That’s how you achieve success,” he said in a CNBC video essay.
How quiet quitting’s advocates and critics react depends on what they think the phrase means—and interpretations vary wildly. Some professionals argue the concept is saying no to extra work without extra pay and work stress, not necessarily phoning it in. Many detractors say the quiet quitting mind-set fosters laziness and hurts performance, even if baseline job expectations are being met.
Quiet quitters may think they’re preventing or curing burnout by doing less work, but better options exist, Ms. Huffington said in an interview. Coasting through your career instead of finding truly engaging work is a missed opportunity, especially when you could find more meaningful work in today’s hot job market, she added.
“As an employer, I really love when people in interviews say, ‘I give 100% when I’m working, and these are my boundaries.’ That’s very different from, ‘I do the bare minimum to get by,’” she said.
While some bosses push back against quiet quitting, saying that going above and beyond is the best way to get noticed, get raises and climb the corporate ladder, many workers are heaping scorn on the term itself, calling out the irony of doing a 9-to-5 job and calling it quitting.
Kristin Hancock, an Indianapolis-based communications professional, said that for her quiet quitting is a futile pursuit. There have been times in her career when she was dissatisfied with a job and wanted to coast, but she found herself unable to do so. Doing less felt frustrating and made her work feel even less meaningful.
“For people who are like me, the only other option is leaving,” she said. Ms. Hancock now runs a communications startup and is her own boss, a setup that she says allows her to reap the full rewards of her work.
Others say those who embrace quiet quitting could be selling themselves short. What some quiet quitters call doing the bare minimum actually means giving full-attention to their work, then having a life outside work hours, says Brian Gray, who works in web development.
After receiving a “meets expectations” score on a performance review at a past job—at which he regularly accepted last-minute requests to stay late at work and offered to take on extra tasks—Mr. Gray says he decided to stop chasing validation from his bosses by going above and beyond.
“You’re not coasting,” he said. “You are doing precisely the right amount of work.”
Who has the political leverage in the office to quietly quit is also up for debate. Mercedes Swan, a human resources manager and career coach, says the strategy may not work for a lot of people of colour. Because of negative stereotypes, Black women especially could experience backlash if they decide to step back or set firmer boundaries.
“It’s going to look like we’re doing less work over time when, actually, we are just performing at a level that everyone else typically is,” she said, adding that from a performance standpoint, people of colour can also experience stronger penalties.
Some critics say they fear quiet quitting is corrosive to workplace cultures—and the bottom line—because it’s demoralising to efficient workers to see others phoning it in without penalty.
“It’s not about the quiet quitters. It’s about everybody else and the unfairness that occurs there,” said Amy Mosher, chief people officer at human resources software company isolved. If quiet quitting leads to performance issues, she said, those workers should be let go to find jobs that truly engage them.
Jay McDonald, an Atlanta-based executive coach and former CEO of several small companies, says the onus is on business leaders to set clear performance expectations. If employees are meeting them, that’s what matters, not when or how long they work, he says.
“You have a responsibility to have good metrics and measurements for knowing whether somebody’s getting the job done or not,” he says.
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Terrible commutes. Expensive child care. Employees explain why they will keep working from home.
4 min
What’s still keeping American workers out of the office?
At a time when restaurants, planes and concert arenas are packed to the rafters, office buildings remain half full. Thinly populated cubicles and hallways are straining downtown economies and, bosses say, fragmenting corporate cultures as workers lose a sense of engagement.
Yet workers say high costs, caregiving duties, long commutes and days still scheduled full of Zooms are keeping them at home at least part of the time, along with a lingering sense that they’re able to do their jobs competently from anywhere. More than a dozen workers interviewed by The Wall Street Journal say they can’t envision returning to a five-day office routine, even if they’re missing career development or winding up on the company layoff list.
Managers say they will renew the push to get employees back into offices later this year. The share of companies planning to keep office attendance voluntary, rather than mandatory, is dropping, according to a survey released in May of more than 200 corporate real-estate executives conducted by property-services firm CBRE, one of the largest managers of U.S. office space.
A battle of wills could be ahead. The gap between what employees and bosses want remains wide, with bosses expecting in-person collaboration and workers loath to forgo flexibility, according to monthly surveys of worker sentiment maintained by Nicholas Bloom, a Stanford University economist who studies remote work.
Escalating expenses
One reason workers say they’re reluctant to return is money. Some who have lost remote-work privileges said they are spending hundreds, or in some cases thousands, of dollars each month on meals, commutes and child care.
One supercommuter who treks to her Manhattan job from her home in Philadelphia negotiated a two-day-a-week limit to her New York office time this year. Otherwise, she said she could easily spend $10,000 a year on Amtrak tickets if she commuted five days a week.
Christos Berger, a 25-year-old mortgage-loan assistant who lives outside Washington, D.C., estimates she spends $2,100 on child care and $450 on gas monthly now that she is working up to three days a week in the office.
Berger and her husband juggled parenting duties when they were fully remote. The cost of office life has her contemplating a big ask: clearance to work from home full time.
“Companies are pushing you to be available at night, be available on weekends,” she said, adding that she feels employers aren’t taking into account parents’ need for family time.
Rachel Cottam, a 31-year-old head of content for a tech company, works full time from her home near Salt Lake City, making the occasional out-of-town trip to headquarters. She used to be a high-school teacher, spending weekdays in the classroom. Back then, she and her husband spent $100 a week on child care and $70 a week on gas. Now they save that money. She even let her car insurance company know she no longer commutes and they knocked $5 a month off the bill.
Friends who have been recalled to offices tell Cottam about the added cost of coffee, lunch and beauty supplies. They also talk about the emotional cost they feel from losing work flexibility.
“For them, it feels like this great ‘future of work’ they’ve been gifted is suddenly ripped away,” she said.
Parent trade-offs
If pandemic-era flexible schedules go away, a huge number of parents will drop out of the workforce, workers say.
When Meghan Skornia, a 36-year-old urban planner and married mother of an 18-month-old son, was looking for a new job last year, she weeded out job openings with strict in-office policies. Were she given such mandates, she said, she would consider becoming an independent consultant.
The firm in Portland, Ore., where Skornia now works requests one day a week in the office, but doesn’t dictate which day. The arrangement lets her spend time with her son and juggle her job duties, she said. “If I were in the office five days a week, I wouldn’t really ever see my son, except for weekends.”
Emotional labor
For some, coming into the office means donning a mask to fit in.
Kenneth Thomas, 42, said he left his investment-firm job in the summer of 2021 when the company insisted that workers return to the office full time. Thomas, who describes himself as a 6-foot-2 Black man, said managing how he was perceived—not slipping into slang or inadvertently appearing threatening through body language—made the office workday exhausting. He said that other professionals of colour have told him they feel similarly isolated at work.
“When I was working from home, it freed up so much of my mental bandwidth,” he said. His current job, treasurer of a green-energy company, allows him to work remotely two or three days a week.
Lost productivity
The longer the commute, the less likely workers are to return to offices.
Ryan Koch, a Berkeley, Calif., resident, went to his San Francisco office two days a week as required late last year, but then he let his attendance slide, because commuting to an office felt pointless. “I’m doing the same video calls that I can be doing at home,” he said.
Koch, who works in sales, said his nonattendance wasn’t noted so long as his numbers were good. When Koch and other colleagues were unable to meet sales quotas in recent weeks, they were laid off. Ignoring the in-office requirement probably didn’t help, he said, adding he hopes to land a new hybrid role where he goes in one or two days.
Jess Goodwin, a 36-year-old media-marketing professional, turned down an offer to go from freelance to full time earlier this year because the role required office time and no change in pay.
Goodwin said a manager “made it really clear that this is what they’re mandating right now and it could change in the future to ‘you have to be back in five days a week.’”
Goodwin, who lives in Brooklyn, N.Y., calculated that subway commutes to Midtown Manhattan would consume more than 150 hours annually, in addition to time spent getting ready for work.
Goodwin’s holding out for a better offer. She said she would consider a hybrid position if it came with a generous package and good commute, adding: “And I would also probably need something in my contract being like, ‘We’re not going to increase the number of days you have to come in.’”
Chris Dixon, a partner who led the charge, says he has a ‘very long-term horizon’
Americans now think they need at least $1.25 million for retirement, a 20% increase from a year ago, according to a survey by Northwestern Mutual
