For many, shedding light on the rising global burnout rates among workers initiated a wave of changes in workplace environments. Employers were compelled to scrutinize the cultures they had established, making numerous decisions—including whether a caregiver would face repercussions for leaving work slightly early, if a colleague could perform their role from a remote location, and whether the waning of “hustle” culture would result in decreased financial returns.
Some leaders adapted to the contemporary demands of the workforce by incorporating wellness initiatives and increasing the frequency of one-on-one meetings to boost employee satisfaction. Others opted to reinforce their traditional expectations, exemplified by Wayfair’s CEO Niraj Shah, who recently faced criticism after sending a memo that denounced laziness, urged employees to embrace long working hours, and recommended they integrate their professional and personal lives.
In another notable incident, Ying Liu, CEO of Kyte Baby, found herself at the center of a media controversy after refusing a remote work request from a team member who had recently adopted a NICU baby. These examples illustrate the complex decisions leaders are grappling with, often prioritizing or contradicting their employees’ best interests in the modern corporate landscape.
Hustle culture vs. quiet quitting: Where do employers stand?
As phrases like “quiet quitting” and “lazy girl jobs” continue to trend on TikTok, corporate leaders find themselves questioning their identities and values—who are we, what do we embody, and how can we strike a balance between hustle culture and quiet quitting? Presently, on one side, there’s an issue of burnout, while leaning too far in the other direction leads to a lack of meaningful work. This is a challenging time for leaders, particularly those aiming to be at the forefront, and it appears to be a challenge that will persist.
Ian Williamson, the dean of the Paul Merage School of Business at UC Irvine, envisions that by 2024, workplaces will continue evolving toward more holistic environments, driven by a persistent labor shortage and an increasingly diverse workforce. He notes, “Employers will be expected to better create inclusive environments that align with the needs of a broad spectrum of employees.”
Data reveals managers face a difficult position
A 2023 study conducted by Resume Builder indicated that 98% of managers disapprove of the trend of quiet quitting, with the same percentage asserting that their direct reports should exceed mere minimum performance. Emerging workplace trends highlight a growing employee demand for “quiet” leadership—less micromanagement and greater autonomy.
“They want to be trusted… eliminate all those unnecessary meetings,” shared one TikToker. “Just improve.”
Further data indicates that 67% of organizations consider quiet quitting a significant concern as they approach 2024.
“Mid-level managers are particularly stuck between the concepts of ‘quiet quitting’ and hustle culture. Senior executives demand a culture of hustle, emphasizing profit, growth, and expansion,” explains Barbara Palmer, founder of Broad Perspective Consulting in Los Angeles. “Meanwhile, mid-level managers are often dealing with junior employees seeking better work-life integration, a focus on well-being, and a shift away from the hustle culture. Work must be accomplished, but employees may wish to establish boundaries, creating a conflict.”
Customer satisfaction sometimes overshadows company culture
In business, customer preferences ultimately hold the power. The challenge is that some clients are less interested in a company’s culture and more in its ability to deliver results. Marc Cenedella, founder of Leet Resumes—a professional resume writing service—and Ladders, a career site for high-paying jobs in New York, indicates that this concern weighs heavily on many leaders.
“I’ve observed an increasing number of leaders defending their inclination to maintain a hustle culture against the shift toward quiet quitting and better work-life balance, asserting that customers lack the same desire. Customers can be demanding and even unreasonable, and they’ll take their business elsewhere if their needs aren’t met,” Cenedella states. He goes on to explain that this mentality is leading some CEOs to argue that, although it might be beneficial for employees not to overextend themselves, customer satisfaction is paramount. “Consequently, we haven’t witnessed many leaders actively shifting their workplace culture away from hustle to accommodate quiet quitting.”
Some companies can afford to be more relaxed
Why are certain companies insisting that their employees be more resilient, engaged, and present while resisting the flexibility and benefits that modern workplaces often advocate? Cenedella attributes this to whether these companies can afford to adopt such philosophies, a distinction that may set a smaller firm apart from an established Fortune 100 company when it comes to workplace culture.
“For employees seeking a more balanced approach to work expectations, larger and more established companies tend to provide a preferable environment compared to those trying to establish themselves and struggling within an industry. The Fortune 100 companies, leading technology firms, and numerous nonprofit organizations cultivate a work–life balance ethos that is supportive of those desiring a less demanding work experience.”
Refrain from adopting an all-or-nothing mentality regarding hustle culture vs. quiet quitting
It’s improbable that an underperforming company will transition overnight from a corporate, traditional model to a more flexible, hybrid work structure with generous leave options. Kristin Lytle, CEO of The Leader’s Edge and an executive coach with extensive experience in guiding top leaders through contemporary workplace trends, supports the concept of the 85% rule. This rule signifies that no individual, even high-performing employees, can be “on” all the time—eighty-five percent engagement is critical for encouraging staff involvement.
“We must acknowledge that employees will have off days, whether due to illness or personal matters. As long as the team consistently delivers positive results, a few off days shouldn’t be perceived as an indication of an employee’s overall commitment. This understanding allows individuals to be more genuine and acknowledges our shared humanity,” she asserts.
There are phases to working hard, and striving shouldn’t be a constant requirement for any employee.
“Just because someone isn’t hustling currently doesn’t imply they won’t engage fully in the future. Moreover, if an individual isn’t ‘hustling,’ it doesn’t reflect on their capacity to contribute meaningfully to the team or organization. I encourage leaders to avoid making snap judgments—thinking solely in absolutes reflects a level of immaturity in leadership,” Lytle shares. She hopes leaders will exercise empathy, checking in with employees when productivity declines and recognizing that behaviors can be fluid.
She applies the same 85% rule to her own workplace satisfaction, aiming to enjoy her role 85% of the time, allowing space for the occasional normal frustrations associated with projects or colleagues. This perspective helps leaders sidestep an all-or-nothing approach to integrating fresh trends.
Reflect on how work and home life have already merged
For leaders concerned that employees aren’t contributing adequately or fear they are sharing quiet quitting-related posts online, Lytle encourages them to recognize that professional and personal lives have already fused significantly. While they may feel that an in-office lunch break was excessively lengthy, consider whether that employee was rehearsing a presentation or checking emails late into the night.
She cites a survey indicating that 64.2% of employees claim to “always or usually” respond to work communication outside of regular hours. “With varying times and technologies, it’s essential for leaders to understand that career achievements can manifest in diverse ways,” she notes.
Embracing a more holistic and balanced approach could yield greater benefits, as Lytle suggests. “Expecting your employees to be occupied every second of the day is not only unrealistic but perhaps even more detrimental.”
Palmer stresses the importance of genuinely getting to know employees and understanding their work habits. “Doing so can unlock the highest levels of productivity. Engaging in open discussions about skill sets, career aspirations, and professional goals helps managers better support employees in their current circumstances.”
Ultimately, employees who feel supported tend to be more productive, stay with the company longer, and generate greater value and profits than what hustle culture could ever produce.
