This is a Loud Alarm for Leadership. Every time they hear the term quiet quitting, many leaders immediately conclude: "Employees today are less loyal." "Their mentality is weak." "They want work-life balance, but do not want to work hard." Is that really true?

I actually see it from a different angle. Quiet quitting is not a disease, it is a symptom. A symptom that something inside the organization is not right. Interestingly, this phenomenon is actually not new. For years, we have seen employees who arrive on time, complete their work according to targets, do not break the rules, but also never again provide ideas, energy, or initiative. They are present. But their enthusiasm is gone. They still receive a salary. But their hearts have long "resigned." This is what is often called "quit and stay"—still working, but stopped contributing.

The problem is not the people. According to Gallup, about 50% of employees are in a condition of not genuinely engaged. This means the organization might not be lacking a workforce. What they lack are people who still care. Unfortunately, many companies are still busy measuring productivity, KPIs, and efficiency. But they forget to measure one thing that is far more decisive: Do their people still have a reason to care? Because someone does not suddenly stop giving their best. That decision is born from an accumulation of experiences.

• Feeling unheard.
• Feeling unappreciated.
• Feeling just treated as a number.
• Feeling every extra effort is considered an obligation, not appreciated.

Little by little, that enthusiasm depletes. EMPLOYEE EXPERIENCE IS A STRATEGY, NOT A FACILITY. Companies are racing to build Customer Experience (CX). They also invest heavily in User Experience (UX). But many still consider Employee Experience (EX) to be limited to a comfortable workspace, free coffee, or activities (team building). Even though the employee experience is shaped by much simpler things:

• How a boss gives feedback.
• How leaders respect differing opinions.
• How the organization treats people when they make mistakes.
• How decisions are explained fairly and transparently.

Organizational culture is not built through slogans on office walls. Culture is built from the experiences felt every day. LEADERSHIP DETERMINES WHETHER PEOPLE GIVE THEIR HEARTS OR JUST THEIR TIME. People can be forced to attend. But no one can be forced to care. They will only give their commitment when they feel respected. Therefore, the task of a leader is not just to ensure targets are met. Their task is to create an environment where people feel safe to express opinions, trusted to grow, and valued for their contributions. A leader who only manages work will get compliance. A leader who is able to manage people will get commitment. And commitment always produces something that can never be bought with a salary: initiative.

Questions Leaders Need to Answer. Before calling employees quiet quitters, perhaps it is a good idea to ask ourselves:

• Do I really listen to them?
• Do I only assess the results of their work, or also understand their experience while working?
• Am I creating an environment that makes people want to grow, or just survive?

Because in the end, quiet quitting is not just an employee problem. It is a mirror that shows the quality of leadership and organizational culture. And often, people do not stop working because of the job. They stop caring because they have felt insignificant for too long. What do you think?

Is quiet quitting triggered more by individual character, or by the quality of leadership and organizational culture? I am interested in hearing your perspective...