Arguably the global pandemic and racial reckoning of the past two-plus years have created a new level of stress and shifted expectations around what work should look like and how much of ourselves we should be investing in our jobs. While many have chosen to leave the workforce (pegged the Great Resignation), others have seemingly disengaged or retired in place for a range of reasons.

The Harvard Business Review article “Quiet Quitting Is About Bad Bosses, Not Bad Employees” rejects the suggestion that the “trend” is an indictment of those who might consciously choose to scale back their time, effort and energy. “It’s easy to place the blame for quiet quitting on lazy or unmotivated workers, but instead, this research is telling us to look within and recognize that individuals want to give their energy, creativity, time, and enthusiasm to the organizations and leaders that deserve it,” the article concludes. Organizational psychologist and founder and CEO of Ellavate Solutions, Dr. Ella F. Washington adds in an email interview, “Both quiet quitting and quiet firing are reflective of something missing from an organization’s culture and are an indication that either employees, managers or both are not getting what they need from the workplace experience.”

While team members may disengage for a range of reasons, conspicuous disengagement is certainly cause for concern and should trigger leadership intervention—stat. So here are a few specific strategies leaders can use to address a team member whose engagement has clearly plummeted.

Read the full report here