What Is Quiet Quitting? How Leaders Can Thoughtfully Address It

Quiet quitting has become a common phrase in conversations about the modern workplace. For many organizations, it presents an opportunity to better understand how employees define engagement, contribution, and balance at work.

While the term itself can sound misleading, quiet quitting does not mean employees are disengaging or preparing to leave. Instead, it generally refers to individuals focusing on the core responsibilities of their role without consistently taking on work beyond what is expected.

Understanding this distinction is an important first step for leaders who want to respond thoughtfully rather than reactively.

What Is Quiet Quitting?

Quiet quitting does not mean employees are quitting their jobs.

Instead, it describes a more defined approach to work. Employees meet expectations, complete assigned responsibilities, and fulfill their role requirements, but they are less likely to volunteer for additional tasks or stretch beyond their job description.

At its core, quiet quitting is often less about motivation and more about boundaries. In many cases, it reflects how employees are choosing to manage their time, energy, and focus at work.

Why Quiet Quitting Happens

Quiet quitting rarely appears overnight. It is often influenced by longer term dynamics within an organization. Common contributors include:

• Burnout or ongoing stress

• Unclear expectations around roles or growth

• Limited feedback or recognition

• A lack of trust or psychological safety

• Misalignment between stated values and daily practices

In family businesses and closely held organizations, these dynamics can be especially nuanced. Employees may feel deeply connected to the mission of the business while still navigating uncertainty around communication, decision making, or long term opportunities.

Why Quiet Quitting Matters

While quiet quitting is not inherently negative, it can offer insight into how employees are experiencing their work environment.

Over time, a lack of engagement can influence:

• Team collaboration and morale

• Innovation and creative problem solving

• Customer experience

• Leadership credibility

• Retention of high potential talent

When leaders pay attention early, quiet quitting can become a valuable signal rather than a lingering issue.

How Leaders Can Address Quiet Quitting

Quiet quitting is not something that can be solved with a policy change or a one time initiative. It requires intentional leadership and a willingness to listen.

Here are several ways leaders can respond constructively.

Revisit Expectations on Both Sides

Clear expectations are essential. Employees should understand what success looks like in their role today and how performance is evaluated over time. Leaders can also invite employees to share what support, clarity, or growth they need to stay engaged.

Encourage Open and Honest Dialogue

Disengagement often grows in silence. Creating space for regular, respectful conversation helps surface concerns early and builds trust across teams.

Recognize Effort and Contribution

Employees want to feel that their work matters. Consistent recognition for effort, collaboration, and follow through reinforces engagement and connection.

Invest in Development and Growth

Engagement is closely tied to opportunity. Growth does not always mean promotion. It can include mentorship, skill development, or broader exposure to the business.

Lead by Example

Employees take cues from leadership behavior. When leaders communicate clearly, act consistently, and model healthy boundaries, it sets the tone for the entire organization.

An Opportunity for Reflection

Quiet quitting is not a sign that people do not care. More often, it reflects how employees are responding to their environment and expectations.

For business owners and leaders, it can serve as an opportunity to reflect, listen, and strengthen the relationships that support long term success.

At the EFBC these conversations regularly surface among peers navigating similar leadership challenges. Through shared experiences and open dialogue, leaders gain perspective on how to foster engagement while honoring both business goals and people.

If quiet quitting is part of the conversation in your organization, you are not alone and you do not have to navigate it in isolation.

Highlights from EFBC’s Fireside Chat on Marketing for Exit

On November 19th, EFBC members gathered at Lucca Osteria & Bar in Oak Brook for a Fireside Chat with Patty Rioux (ODEA), Alexander Argianas (Argianas & Associates), and Sean Hoffman (Nuance Solutions). Together, they explored a powerful question:

How can your brand and marketing strategy increase the value of your business, especially in the eyes of a future buyer?

The conversation blended real-world examples, strategy, and candid lessons from leaders who have lived through rebrands, acquisitions, and growth cycles. Here are the key insights.

1. Your Brand Already Exists Even If You Are Not Shaping It

Patty reminded the room that your brand is the expectations, stories, memories, and relationships people associate with your business.

Whether or not you consciously craft it, you still have one.

Strong brands consistently demonstrate:

• Distinction: What sets you apart

• Consistency: Showing up the same way across touchpoints

• Resonance: Making people feel something

These elements matter in everyday business, and even more when someone is evaluating you as a potential acquisition.

2. A Rebrand Can Increase Value If You Actually Live It

Sean Hoffman shared Nuance Solutions’ 2016 rebrand, where they made a strategic decision to highlight their strengths. They were not just a chemical company. They were a development partner with a robust lab, experienced chemists, and real problem-solving capabilities.

The rebrand changed their business in meaningful ways:

• It clarified what made them unique

• It changed how customers perceived them

• It led to stronger referrals

• It strengthened their position during their eventual sale

Sean summed it up clearly:

“Don’t build a brand you cannot live.”

A brand cannot be cosmetic. It has to be cultural. Sean credited EFBC Forums and strategic partners with helping Nuance build the internal culture that supported their brand.

3. Lean Into Your “Unicorns”

During the Q&A, EFBC’s Deanna Salo offered a powerful reminder:

Every business has unicorns, the capabilities or strengths that only you can offer.

For Nuance, it was development.
For others, it might be niche expertise, proprietary processes, or exceptional relationships.

Your unicorns should be highlighted, not hidden. They should appear in your messaging, your sales conversations, and your brand narrative.

4. Someone Has to Champion the Brand Internally

Alex Argianas emphasized that branding efforts do not succeed on their own.

“One person in the company has to be a champion for the rebrand.”

That champion creates momentum and ensures alignment across the organization.

Alex, who oversees both marketing and closing deals, put it simply:

“Marketing gets them in the door. I close the sale.”

Marketing creates opportunities. Strong operations and relationships convert them.

5. There Is Never a Good Time to Stop Marketing

Alex also emphasized consistency:

“There’s never a good time to quit marketing.”

Businesses often pause marketing during transitions or busy seasons, but consistency builds long-term visibility and credibility. Buyers pay attention to market presence over time.

6. Roll Out Your Brand Intentionally

Patty encouraged owners to think about brand communication through her “pebble in the pond” approach:

1. Start with your internal team

2. Then communicate with current customers

3. Next, reach prospects, partners, and vendors

4. Finally, share publicly through website updates, SEO, PR, and digital channels

This sequencing ensures clarity and buy-in.

7. Culture and Strategy Matter as Much as Visuals

One idea came up again and again:

Brand is not just visuals. It is behavior, values, promises, and follow-through.

Buyers look for:

• Clear messaging

• Leadership alignment

• Transferable customer relationships

• Stable internal culture

• Processes that support scale

When your brand is authentic and consistently lived, it becomes a measurable business asset.

What Employers Really Look For: Lessons from EFBC’s HR Panel

Hiring looks different today than it did even a few years ago. Between remote work, shifting expectations, and new generations entering the workforce, both employers and applicants are figuring out what really makes someone stand out.

On October 29, EFBC partnered with the Coleman Entrepreneurship Center at DePaul University for an HR Panel at the Union League Club of Chicago. The conversation brought together business leaders, HR professionals, and students to explore hiring, communication, and culture in a rapidly changing world.

Moderator George Karavattuveetil, President and Founder of Psyched LLC, guided the discussion with panelists Allison Hermanek (HR Director, Cotter Consulting), David N. Avdul, PhD (Interim VP for Human Resources, DePaul University), and Luis Jimenez-Castillo, PhD (Clinical Professor, Department of Management & Entrepreneurship at DePaul).

Trust Over Supervision

For companies that operate remotely, trust has become the foundation of success. Allison Hermanek shared that for her team at Cotter Consulting, traits like timeliness and reliability are essential. Without in-person oversight, these small actions build the confidence that keeps projects moving smoothly.

Moderator George Karavattuveetil noted how different that is from traditional management, where leaders could monitor their teams directly. In a remote setting, success depends less on supervision and more on mutual accountability between leaders and employees.

That trend reflects the broader workforce: nearly 23% of U.S. employees telework at least part-time, according to the Bureau of Labor Statistics. Remote work has shifted the emphasis from presence to performance, forcing both employers and applicants to rethink what trust and productivity really look like.

Communication and Connection Still Matter Most

Luis Jimenez-Castillo highlighted the importance of interpersonal skills—especially as communication increasingly happens through screens. He discussed how technology and the pandemic have weakened some in-person skills, while also creating new opportunities for collaboration across distance.

For employers, that means valuing candidates who can balance both worlds: comfortable with technology but also confident in human connection. For students and early-career professionals, it’s a reminder that communication, negotiation, and creative problem-solving remain timeless strengths.

Recent data supports that shift. The World Economic Forum projects that by 2030, nearly 40% of workers’ skill sets will change, with social and analytical abilities becoming some of the most in-demand traits.

Skills That Still Set You Apart

David Avdul spoke about how technical expertise continues to help candidates stand out. Even as automation expands, being fluent in technology signals adaptability and a willingness to learn.

At the same time, all three panelists agreed that curiosity, initiative, and growth-mindedness matter just as much as experience. Research backs this up: more than 80% of employers use some form of skills-based hiring, and those who do report higher retention and better job performance.

Recruitment Strategies that Work

The panel also explored how companies can strengthen their recruitment and onboarding processes. Allison Hermanek shared how Cotter Consulting takes a comprehensive, people-first approach that starts well before a new hire’s first day. Recruiters share one central calendar for all career fairs, community events, and hiring activities, ensuring the entire team stays aligned.

Once new hires accept an offer, Cotter keeps the momentum going with personal touches that build connection early on. Before their start date, new employees receive cookies at home, a small gesture that, according to exit interviews, makes them feel welcomed and valued. Cotter also encourages in-person onboarding where employees meet multiple departments, fostering cross-team connection and trust from the beginning.

George Karavattuveetil reminded attendees that strong recruitment starts even earlier, with the job description itself. The language used in that first step helps set expectations and shape the candidate’s perception of company culture. Clarity and authenticity can attract candidates who genuinely align with the organization’s values.

The Role of AI in Recruiting

When the discussion turned to AI, David Avdul noted that while it can be an efficient tool, it should never replace the human element of hiring. AI is best used to streamline administrative tasks, not to take over human interaction or decision-making.

George Karavattuveetil added that every step of the hiring process should be evaluated from the candidate’s perspective. Employers should ask themselves whether each step leaves a positive impression. If the answer is yes, AI is being used effectively. If not, it may be time to rethink how it fits into the process.

A Night of Insight and Connection

After the panel, guests stayed for a networking reception featuring appetizers, drinks, and free professional headshots for students. The room buzzed with conversation between DePaul students, faculty, and local business owners, each learning from the other’s perspective.

The evening was a reminder that while hiring practices may evolve, the core ingredients for success—trust, communication, and curiosity—remain constant.

Scaling Up: Three Pillars of Process Design for Business Growth

1. Tailor Your Process Detail to its Strategic Level

2. Leverage AI for Dynamic Training Plans

• Step-by-step explanations: Breaking down each part of the process into digestible instructions.
• Practical tips and tricks: Offering insights for efficient execution, common pitfalls to avoid, and best practices.
• Rationale for each step: Explaining the “why” behind each action, fostering a deeper understanding and adherence.
• Proposed timeline: Suggesting a realistic schedule for training, from initial overview to practical application and review.

3. Standardize, Follow Through, and Continuously Improve

• Standardization: Regularly review your processes to ensure they remain consistent across all teams and departments. Avoid “shadow processes” where individuals or teams deviate from the documented standard. Audits and regular check-ins can help identify and rectify these deviations.
• Employee Adherence: It’s not enough to just have processes; employees must understand their importance and be encouraged to follow them. This often comes down to leadership modeling the behavior, providing clear communication, and reinforcing the benefits of process adherence. When exceptions are made, ensure they are intentional and documented, rather than allowing a gradual erosion of standards.
• Process for Suggestions/Improvements: The people on the front lines executing your processes often have the best insights into how they can be improved. Establish a clear, accessible mechanism for employees to submit suggestions, identify bottlenecks, or propose changes. This could be a dedicated email alias, an internal suggestion box, or regular process review meetings. Crucially, these suggestions must be reviewed, acted upon where appropriate, and feedback provided to the submitter. This fosters a culture of continuous improvement, ensuring your processes evolve with your business and remain optimized for growth.