Quiet Quitting and Fast Quitting: Two Sides of the Same Workplace Challenge

As the year draws to a close, I am taking the time to reflect on the topics, interactions, and influences that have been prominent in my year. Among them, quiet quitting and fast quitting stand out—not just as workplace trends, but as calls to action for leaders and organisations. These phenomena reveal the tensions between employee expectations and organizational realities, and they remind us of the vital role leadership plays in fostering engagement and retention.

Whether it’s the slow withdrawal of quiet quitting or the abrupt exit of fast quitting, both trends have one thing in common: they reflect a disconnect between people and their work. The question is, how do we bridge this gap?

Quiet Quitting: A Symptom of Disconnection

Quiet quitting has been called the silent workplace revolution, employees staying in their roles but doing only the bare minimum. For some, it’s an act of self-preservation in the face of burnout or frustration. But for organisations, it represents a significant loss of energy, innovation, and productivity.

As someone who’s worked with individuals and teams navigating these challenges, I’ve seen how this disengagement often stems from:

• Lack of Recognition: Employees need to feel valued for their contributions.

• Unrealistic Expectations: Overburdened employees withdraw when they feel set up to fail.

• Absence of Purpose: Without a sense of meaning in their work, people lose motivation.

For organisations, quiet quitting is a wake-up call to invest in leadership and culture. But it’s also a moment for individuals to reflect: Am I truly advocating for what I need, or am I stepping away silently?

Fast Quitting: The Cost of Early Departures

Fast quitting, where employees leave within six months of starting a job, poses an even greater challenge. According to Korn Ferry, over half of UK workers now leave jobs within this timeframe, often due to “shift shock”, the gap between job expectations and reality.

For businesses, the financial and cultural costs of fast quitting are enormous:

• Replacing an employee can cost up to twice their annual salary.

• High turnover disrupts teams and damages morale.

• Trust between employees and leadership erodes with every unfulfilled promise.

Organisations need to address the root causes of fast quitting, including:

• Transparent Recruitment Practices: Avoiding "shift shock" starts with honesty during the hiring process.

• Effective Onboarding: Employees need to feel equipped and supported from day one.

• Leadership Accountability: Managers must bridge the gap between organizational demands and employee needs.

The Leadership Imperative

Both quiet quitting and fast quitting highlight a crucial truth: leadership is the linchpin of engagement and retention. Employees disengage or leave when they don’t feel supported, heard, or connected to their organization’s vision. Leaders who fail to recognize this risk creating environments where talent cannot thrive.

Here’s how organisations can empower leaders to tackle these challenges:

1. Be Transparent from the Start
   Leaders should ensure job descriptions and expectations align with reality. Including incumbent employees in the hiring process fosters trust and reduces early turnover.

2. Foster Emotional Intelligence in Leadership
   Leaders with high EQ can better manage team dynamics, offer meaningful support, and address concerns before they escalate. Empathy and active listening are non-negotiable.

3. Set Realistic Expectations
   Unrealistic demands lead to burnout and frustration. Leaders must balance ambition with achievable goals, ensuring employees have the resources they need to succeed.

4. Communicate Vision and Purpose
   People want to know that their work matters. Leaders who articulate the company’s mission and connect individual roles to that vision create stronger engagement.

5. Create a Positive Workplace Culture
   Toxic environments drive both quiet quitting and fast quitting. Leaders must cultivate trust, inclusivity, and psychological safety through open communication and genuine feedback.

Individual Responsibility: Owning Your Role

While leadership plays a vital role, employees also have a responsibility to reflect on their own expectations and contributions. In my work with clients, I often challenge them to ask:

• Am I clear about what I need from my work, and have I communicated it effectively?

• What steps am I taking to grow and develop my skills?

• Am I willing to advocate for change, or am I withdrawing silently?

Taking ownership doesn’t mean accepting poor conditions. It means being proactive about your career and seeking support when needed.

A Way Forward: Empowering Leaders, Engaging Employees

Quiet quitting and fast quitting are more than workplace trends, they are signals that something needs to change. For businesses, the message is clear: leadership and culture are key to addressing disengagement and turnover. For individuals, the challenge is to own your career journey, advocating for what you need while contributing your best.

If these challenges resonate with your organisation, or if you’re navigating them personally, I’d love to help. Visit www.anthonyomara.com or reach out directly.

Further Reading

To explore these ideas further, consider the following resources:

• “The Great Resignation vs. Quiet Quitting” by Gallup link

• “Drive: The Surprising Truth About What Motivates Us” by Daniel H. Pink

• “Burnout: The Secret to Unlocking the Stress Cycle” by Emily and Amelia Nagoski

• “The Joy of Work” by Bruce Daisley

• “How Leaders Can Reduce Burnout in Their Teams” by Harvard Business Review (HBR) link

• Korn Ferry Report on Fast Quitting link