The buzzword “quiet quitting” has grabbed headlines, meaning employees quietly disengage, doing only what’s required to meet expectations, and nothing more. But a subtler, more dangerous issue is lurking beneath the surface of many organizations: soft quitting. Unlike quiet quitting, where employees actively stop contributing beyond their job description, soft quitting manifests through subtle shifts in behavior that go unnoticed by even the most attentive managers. This form of disengagement, often invisible at first glance, gradually eats away at a company’s culture and productivity in a way that’s harder to fix.
The Subtle Signs Of Soft Quitting In The Workplace
Soft quitting doesn’t announce itself with open rebellion. Instead, it appears in the quiet, often imperceptible changes in an employee’s behavior. It starts small: someone who used to be an enthusiastic contributor now responds with half-hearted answers. A person who once took pride in solving problems now waits for others to take charge.
The concept of “lying flat,” which originated in China in 2021, might provide a broader context for understanding trends like “soft quitting.” “Lying flat” refers to a rejection of the pressures of modern life, particularly the relentless demands of work and career progression. This movement, particularly embraced by younger generations, advocates for opting out of competitive work cultures and embracing a minimalist lifestyle. Gallup’s reports show that disengagement in the workforce is linked to this sentiment. With more individuals, particularly from younger generations, pushing back against the “always-on” work culture, it’s possible that this rejection of work-related pressures could manifest as soft quitting in the workplace—where employees still technically remain in their roles, but choose to disengage emotionally, contributing only the bare minimum to their jobs. The problem is only getting worse. The Wall Street Journal recently reported that the number of Americans wanting to switch jobs has hit a 10-year high.
How Soft Quitting Differs from Quiet Quitting
While both types of disengagement are serious, soft quitting is more insidious. Quiet quitting is easy to identify; employees who are quiet quitters visibly reduce their effort and avoid going the extra mile. Soft quitting, on the other hand, happens quietly over time. Employees don’t necessarily reduce their work output, but their enthusiasm fades, their curiosity dwindles, and their emotional connection to their work diminishes.
This subtle erosion often happens without clear signals, making it difficult for managers to address until the damage is done. Unlike quiet quitting, which can be remedied by setting clearer boundaries or communicating expectations, soft quitting requires a deeper organizational response.
Building a Culture That Prevents Soft Quitting
To address soft quitting, leaders must create an environment that fosters emotional connection, purpose, and growth. Soft quitting doesn’t just happen because someone’s tired or frustrated—it’s the result of employees feeling disconnected from their roles or, worse, disconnected from the mission of the organization itself.
One way to combat this is through purpose-driven leadership. By focusing on helping employees find meaning in their work, leaders can help them rediscover motivation. Encouraging employees to align their personal passions with their work can also make a significant difference. As Neri Karra Sillaman writes in Harvard Business Review, reframing a job to align with one’s values can help employees break free from a sense of stagnation.
Implementing regular feedback loops and transparent communication can also prevent soft quitting. Leaders should prioritize one-on-one meetings to gauge not just the professional but also the emotional well-being of their team members. Providing opportunities for professional development, whether through training or mentoring, is critical in keeping employees engaged and motivated.
Additionally, creating opportunities for employees to contribute to cross-functional projects or work outside their comfort zone can reignite their curiosity and excitement for their roles. It’s vital to continuously challenge employees while supporting their personal and professional growth.
Conclusion: The Silent Crisis of Soft Quitting
Soft quitting is often overlooked but carries significant consequences for both individuals and organizations. Employees who mentally check out without leaving leave behind a trail of disengagement that affects team morale, productivity, and the organization’s overall resilience. For leaders, recognizing the early signs of soft quitting and addressing them proactively is essential to sustaining a motivated and high-performing workforce.
If organizations are to thrive in today’s complex work environment, they must cultivate a culture of curiosity, purpose, and continuous development. Fostering strong communication channels, ensuring work aligns with personal goals, and continuously providing growth opportunities are just a few of the ways to avoid the damaging effects of soft quitting.
Ultimately, when employees are genuinely engaged, they bring their best selves to the table—not just in terms of skills, but also emotionally. And that’s the secret to long-term success.