Why "Quiet Quitting" Never Worked for High Performers: The Scuba Diver Analogy
"Quiet quitting" doesn't make headlines anymore - the labor market has shifted once again, and we're trying to learn from the lessons of the past two years. However, the "quiet quitting" phenomenon may still linger. As a high performer myself, I'm here to explain why it doesn't work for high-performing individuals and teams and why you may want to check the engagement of this key segment of your workforce.
Imagine a scuba diver, not deep beneath the ocean's surface but merely floating, barely submerged. Instead of exploring the coral reefs or swimming alongside beautiful sea creatures, they just float near the surface, occasionally glancing down but never truly diving deep. Their air tank is full, but they don’t make good use of it. This state of being halfway in, halfway out, mirrors the phenomenon of "quiet quitting" in the professional world.
"Quiet quitting" occurs when someone remains with a company but mentally disengages, delivering only the bare minimum. They're present in body, but not in spirit or commitment. While this may seem like a coping strategy for some, for high performers, it rarely holds water.
Here's why:
1. Drive for Excellence: Just as a passionate scuba diver is in it for the deep dives and unique discoveries, high performers are all about making a genuine impact. Half-hearted efforts don’t resonate with them.
2. Inner Drive: High performers aren't just there for a paycheck or the corner office. They're driven by their love for the work and a desire to be part of something bigger and make a difference.
3. Reputation and Personal Brand: Just as a scuba diver is recognized by their skill and depth of exploration, high performers are aware of the reputation they've built over the years. Slacking off, or "quiet quitting," just doesn't line up with how they see themselves.
4. Growth Mindset: High achievers constantly seek challenges to grow and learn. Just as a scuba diver would feel unsatisfied floating at the surface and not exploring deeper, high performers would feel unfulfilled by not taking on challenges and continuously improving.
5. Sense of Purpose: True high performers align their work with a broader purpose or mission. They see their job as more than just tasks—they see it as part of a broader goal and typically seek for a greater impact than just immediate monetary rewards.
6. Mental Well-being: For many high performers, engagement and challenge provide a sense of satisfaction and well-being. "Quiet quitting" might lead to feelings of restlessness, dissatisfaction, or even guilt.
In summary, while "quiet quitting" might seem like a temporary escape or passive resistance for some, for high performers, it's an unsettling limbo that's antithetical to their nature.
As HR leaders, we need to keep a finger on the pulse of our entire workforce, with special attention to high-performing talent and teams (typically comprising 15% to 25% of your population).
They not only boost your productivity, but they can also negatively influence your culture. People look up to them, and if they are running out of oxygen, chances are your team will too.
