Quiet Quitting: How to Re-Engage the Disengaged
- linnearader
- 5 hours ago
- 5 min read
You know that employee who used to be your go-to person? The one who'd volunteer for projects, stay late when needed, and bring energy to team meetings? Yeah, they're still showing up. They're still doing their job. But something's different. The spark is gone. They're doing exactly what's required and not one thing more. Welcome to the world of quiet quitting, and if you haven't noticed it on your team yet, you're either incredibly lucky or not paying close enough attention.
Let me be clear about something: quiet quitting isn't about lazy employees who suddenly decided to phone it in. It's a symptom, not a disease. And as leaders, we need to understand what's really happening before we can address it.
What Quiet Quitting Actually Looks Like
"The difference between a team that functions and a team that thrives is discretionary effort."
Forget the dramatic narratives about Gen Z destroying work ethic. Quiet quitting is usually much more subtle and frankly, much sadder. It's the project manager who used to brainstorm solutions over lunch but now just waits to be told what to do. It's the crew member who used to mentor newer employees but now keeps to themselves. It's the administrative assistant who used to anticipate needs but now only responds to direct requests.
They're not causing problems. They're not complaining. They're just... present. And the difference between a team that functions and a team that thrives is discretionary effort. When people stop giving that extra bit, the creativity, the initiative, the care, your organization doesn't implode, but it certainly stops moving forward.
Before You Point Fingers, Look in the Mirror
Here's the uncomfortable question every leader needs to ask before trying to "fix" disengaged employees: What environment am I creating?
Are you leading by example, or are you modeling the exact disengagement you're seeing in your team? Do you show up energized and purposeful, or are you visibly going through the motions? Are you present in conversations, or are you checking your phone every three minutes? Do you follow through on commitments, or do you make promises that quietly disappear?
Self-awareness is crucial here. Your team is watching everything you do. If you're disengaged, stressed, or checked out, they'll mirror that energy right back at you. If you're constantly negative about organizational decisions, why would they be positive? If you don't seem to care about the work, why should they?
I've had to face this truth myself. There was a period where I was overwhelmed, burned out, and honestly just surviving each day. I thought I was hiding it well, but looking back, I'm sure my team could feel the shift in my energy. When I finally addressed my own stress and reconnected to why I loved this work, guess what happened? My team's engagement improved too. Coincidence? I don't think so.
Before you try to re-engage your team, make sure you're showing up in a way that's worth engaging with.
The Real Reasons People Disengage
"They do exactly what's required because apparently that's all that matters anyway."
Once you've examined your own leadership, it's time to understand what's driving disengagement. People don't wake up one morning and decide to stop caring. It's a process, usually a response to something specific.
They've lost connection to purpose. When work becomes just a series of tasks with no visible impact, people lose their sense of meaning. Those in public service, have an advantage, our work makes a daily difference in our communities. But we forget to remind our teams of that connection.
They don't feel valued or seen. After months or years of feeling invisible, people stop trying to be visible. They do exactly what's required because apparently that's all that matters anyway.
They've hit a growth ceiling. People need to feel like they're moving forward. When someone's been in the same role for years with no opportunities to learn or develop, they mentally check out.
They're dealing with something we can't see. Personal challenges, health issues, family stress, sometimes disengagement is survival mode, not a work problem.
The Re-Engagement Playbook
Start with Curiosity, Not Accusation
Create opportunities for genuine conversation. One-on-ones that aren't just project updates. Questions that invite honest reflection: "What parts of your work energize you?" "What's frustrating you lately?" "If you could change one thing about how we work, what would it be?"
Listen more than you talk. When someone shares something real, resist the urge to immediately fix it or explain why things are the way they are. Just listen.
Reconnect Them to Impact
Help your team see the "why" behind their work again. Share resident feedback. Tell stories about how their work made a difference. When a resident calls to thank you for quick response on a drainage issue, tell the crew member who handled it. When a board member compliments a well-prepared report, I make sure the person who prepared it knows. These connections matter.
Create Growth Opportunities
You don't need a promotion to offer someone growth. Can they lead a small project? Learn a new skill? Mentor a newer employee? Cross-train in another area?
The Big Picture Leadership Program I created wasn't just about developing future supervisors, it was about giving people at all levels opportunities to grow. People who were unsure of their voice found them. Several gained confidence in sharing their input and insights. They suddenly had energy because they felt like they were moving forward.
Acknowledge and Appreciate
Recognition isn't just about formal awards. It's about noticing. "Hey, I saw how you handled that difficult resident call, that was really professional." "I appreciate that you stayed late to finish that report." "You've been consistently reliable, and I don't tell you that enough."
Make it specific, timely, and genuine. People can spot empty praise from a mile away.
Address the Energy Drains
Ask your team what's draining their energy and actually do something about it. Is there a process that's unnecessarily complicated? A meeting that could be an email? You might not be able to fix everything, but fixing even one thing shows you're listening.
When Re-Engagement Isn't Possible
"Look in the mirror first. Are you modeling the engagement you want to see?"
Here's the uncomfortable truth: sometimes people have genuinely moved on mentally. Not every case of disengagement can or should be fixed with better leadership. Sometimes the kindest thing you can do is have an honest conversation about whether this role still serves them.
The Long Game
Re-engagement isn't a one-conversation fix. It's a continuous practice of noticing, connecting, appreciating, and creating conditions where people can bring their best selves to work. It's about building a culture where engagement is the norm because people feel valued, challenged, and connected to something meaningful.
And it starts with us as leaders doing our own engagement check. Are we engaged? Are we bringing energy and purpose to our work? Are we self-aware enough to recognize when we're part of the problem? Because disengagement, like engagement, is contagious.
So here's your challenge: Look in the mirror first. Are you modeling the engagement you
want to see? Then identify one person on your team who seems to be pulling back. Schedule a real conversation with them this week. Listen to what they tell you. And then do something with what you learn.
Your team has so much more to give than just checking boxes. Help them remember why they showed up in the first place.
As always, carry social kindness with you everywhere you go. The world needs you and your positive mindset!
Connect With Me
If you want to consult on training or coaching for your team, please reach out.
269-621-5282