Escaping the Demotivational Slump for Leaders
In today's fast-paced work environment, the phenomenon of "Quiet Quitting" has become a growing concern for many organisations. This inner withdrawal from work, often due to exhaustion, frustration, or the creeping loss of meaning, is alarmingly prevalent, especially at the leadership level.
According to the Gallup Report "State of the Global Workplace 2025", the number of leaders losing motivation has significantly increased. Globally, only 21% of employees are engaged, while 62% are not engaged and 17% are actively dissatisfied. In Europe, the numbers are even more disheartening, with only 13% of employees engaged, 73% doing the bare minimum, and 15% having mentally resigned and are actively dissatisfied.
Leaders are people in roles, not machines in suits, and recognising this is the first step towards change. Understanding that leaders can be affected by burnout, a state of chronic overload defined by the WHO, is crucial. Burnout is characterised by emotional exhaustion, cynicism or depersonalization, and reduced performance.
Women leaders tend to reflect earlier, seek dialogue more often, and are more open to emotional engagement compared to men. However, men leaders tend to remain functional for a longer time, appearing stable on the outside while feeling increasingly pressured on the inside.
To counteract "Quiet Quitting", leaders can foster engagement through regular learning and development opportunities, frequent recognition of contributions, transparent two-way communication, and creating clear pathways for employee growth and purpose. Investing in training programs makes employees feel valued and confident, which boosts engagement and reduces burnout. Recognizing wins via shout-outs or flexible rewards reinforces morale and motivates employees.
Maintaining open, honest dialogue and consistent performance reviews helps employees feel heard and understood, addressing issues before disengagement deepens. Implementing early detection systems like pulse surveys and one-on-one check-ins to identify signs of disengagement early and create genuine connection opportunities is also effective.
Encouraging mentorship and upskilling to help employees see a meaningful future in the organisation, anchoring their efforts to a larger purpose beyond daily tasks, is another strategy. Avoiding solely focusing on work-life balance if employees are quietly withdrawing; instead, understanding the psychological factors such as job dissatisfaction or stress that drive quiet quitting is essential.
Together, these approaches build a motivating workplace culture that inspires commitment, counters burnout, and prevents the quiet withdrawal of discretionary effort. Leaders who actively listen, regularly acknowledge achievements, and invest in meaningful growth opportunities can reduce "Quiet Quitting" and foster a more engaged, productive team.
Claudia Burger, a journalist in the Wirtschaft und Management department of VDI nachrichten with a focus on career, management, labor market, education, society, and labor law, emphasises the importance of sensitive observation and genuine interest in combating "Quiet Quitting". A simple sentence like, "I've noticed you seem to be withdrawing a bit. If I'm wrong, please tell me. If not, let me know if there's anything I can do for you," can help someone reconnect with themselves.
In engineering and technology, pharma, industry, IT, finance, and health and education institutions, there is a commonality of the dominance of numbers over interpersonal aspects. Recognising leaders as people, not machines, and fostering a culture that values empathy, emotional engagement, and transparency is key to preventing "Quiet Quitting".
In conclusion, leaders play a crucial role in creating a work environment that fosters engagement, reduces burnout, and prevents "Quiet Quitting". By doubling down on learning and development, recognising and rewarding contributions frequently, fostering transparent and ongoing two-way communication, creating clear growth opportunities, using pulse surveys and one-on-one check-ins to detect early signs of disengagement, and addressing psychological factors like stress and dissatisfaction, leaders can build a more engaged, productive team.
