It’s Not Laziness – It’s a Signal
With summer around the corner, many leaders start noticing a shift within their teams: energy dips, focus scatters, and motivation softens. For some, it’s seasonal. For others, it’s something deeper.
As the name suggests, quiet quitting can be hard to spot. Sometimes it looks like meeting the minimum, or staying quiet in meetings. Pretty much pulling back effort without pulling the plug. It’s not laziness, it’s disengagement. And it’s more common than you think.
According to Gallup, 59% of employees identify as “not engaged”. They’re present, but not energised. Capable, but not committed.
Great leaders don’t ignore it. They will treat it as a signal and lead their team through using clarity, and conversation.
1. Acknowledge the Dip
One of the most common mistakes leaders make is ignoring the signs of disengagement, hoping it will pass or avoiding what feels like an uncomfortable conversation.
But strong leaders do the opposite. They recognise the shift in energy and address it directly, not with blame or pressure, but with calm awareness and care. They create space to talk about what’s changed, whether it be the role, the workload, the team dynamic, or just a sense of stagnation that’s crept in over time.
Even a quiet, non-judgemental conversation can be a turning point. It signals that the person is seen, that their experience matters, and that leadership isn’t just watching performance, it’s paying attention to people.
2. Make the Work Matter Again
Disengagement often starts when people lose sight of meaning. The work might still be getting done, but it no longer feels connected to anything bigger. Over time, tasks become transactional and the purpose behind the effort fades, and with that, so does the motivation.
Great leaders actively work to reconnect their teams to the “why.” They don’t assume people remember the mission, they repeat it, revisit it, and reinforce how individual roles contribute to the broader impact. They share stories, outcomes, and real-world examples of how the work makes a difference.
This isn’t just feel-good messaging, Harvard Business Review reports that employees who find meaning in their work are 3x more likely to stay motivated, even during challenging periods.
3. Create Space for Progress, Not Just Pressure
A major cause of quiet quitting is the feeling that nothing moves forward. When people feel stagnant, they emotionally check out.
Effective leaders create small wins and celebrate progress:
- Reframe goals into manageable milestones
- Recognise effort and growth, not just results that comes of it
- Give people ownership of problems worth solving
Progress reawakens pride, and pride fuels performance.
4. Lead With Trust, Not Control
Micromanagement is a fast-track to disengagement. Autonomy, on the other hand, invites accountability.
The best leaders don’t hover. They set clear expectations, then trust people to meet them in their own way. They give permission to experiment, explore, and take ownership of their work.
Psychological safety plays a role too. When people feel safe to speak up, fail forward, and ask for help, they stay emotionally invested.
💬 Final Thought: Disengagement Isn’t Defeat
Quiet quitting isn’t a failure of effort, it’s a failure of connection. And with warmer months approaching, teams may start to drift if leaders don’t re-engage intentionally.
The good news? This moment is a leadership opportunity. By asking better questions, creating space for growth, and reminding people why they matter, great leaders don’t just stop disengagement, they reignite commitment.
And that kind of leadership lasts far beyond summer.
Looking Ahead to Pendulum 2026
If this year’s event is anything to go by, Pendulum Summit 2026 is set to raise the bar yet again. The early buzz suggests another powerhouse line-up and even more tailored leadership content.
Tickets are already in demand, with early-bird packages available now for teams looking to secure their place at the world’s leading business and self-empowerment summit. Visit here for more information.
