How great leaders boost motivation and avoid quiet quitting

The phrase quiet quitting has been cast as a generational rebellion, a disengagement crisis, and a leadership failure, all rolled into one. The narrative suggests that half of your workforce has decided to coast, collecting a paycheck while doing the bare minimum.

According to new global research from Culture Amp, which analyzed the experience of 3.3 million employees worldwide, fewer than 2% fit into the definition of quiet quitting—that is, employees who lack motivation to go above and beyond but still plan to stay with their company.

That finding challenges the viral narrative, suggesting that what’s happening inside organizations is more nuanced than a mass withdrawal of effort.

So, quiet quitting wasn’t the crisis we thought it was, but leaders still face the challenge of unmotivated employees. This data suggests that leaders ought to focus on strengthening the conditions that inspire people to keep showing up with purpose, rather than on rooting out disengaged employees. Here’s how you can do that.

1. Listen like a scientist, not a detective

Leaders can approach disengagement as something to diagnose and fix, but employees can sense when conversations are driven by suspicion instead of curiosity. “If you suspect someone’s sticking around but not for the right reasons, don’t jump to conclusions,” says Amy Lavoie, VP of people science at Culture Amp. “Approach the situation with curiosity, not suspicion. Ask what’s really going on for them. A compassionate, candid conversation often uncovers insights that lead to stronger engagement and performance.”

In practice, this means asking open-ended questions, such as “Do you feel like you’re thriving? Why or why not?” and listening without defensiveness. When employees feel psychologically safe enough to share what’s behind their behavior, leaders can address root causes instead of reacting to surface-level symptoms. That sense of safety is what enables employees to sustain high performance over time.

2. Focus on the 52% who are engaged and committed

Here’s an overlooked insight: While fewer than 2% of employees are quiet quitting, more than half (52%) are both motivated and committed, which is the sweet spot for engagement. These are the employees carrying organizations forward, yet they often receive the least attention.

Recognition and growth opportunities are among the strongest predictors of sustained motivation. As Culture Amp’s data shows, employees who believe there are good career opportunities at their company and who feel appropriately recognized for good work are far more likely to go above and beyond.

Leaders need not wait for performance reviews to celebrate these employees. Recognize them and tie appreciation to future potential. Share something along the lines of, “Here’s the impact you’ve made, and here’s what’s next.”

3. Redefine retention: Don’t fear turnover, design for flow

“Job hugging” describes employees holding onto their roles out of fear of change, instability, or a tough job market. This can block organizational flow and stifle innovation. Even if employees are performing well, fear-based retention can limit their growth and engagement. Internal mobility programs, mentorship, and career-pathing initiatives can help employees find roles that are more fulfilling and energizing.

As Justin Angsuwat, chief people officer at Culture Amp, puts it, “Fear drains people. Purpose fuels them. When employees stay, it shapes the energy they bring every day. The goal is to make sure employees stay for the right reasons.”

Leaders can explore this by asking questions like:

• “What keeps you here, and what would make your work even more energizing?”
• “Which parts of your role feel meaningful, and which feel stagnant?”
• “If you could design your next step here, what would it look like?”

4. Design for energy, not endurance

The modern workplace often demands more output from fewer people, creating what Angsuwat calls the productivity paradox: Companies ask employees to deliver more while giving them less to work with. High-performing teams outside of business, like firefighting crews or surgical units, understand that performance is more about balancing focus with recovery.

Leaders can apply the same principle by building systems for sustainable energy, such as redistributing workloads, encouraging rest, and rewarding behaviors that support long-term resilience. When energy drives performance, employees’ motivation naturally rises.

5. Test your assumptions: Use data to guide retention

The labor market has shifted, and the employer-employee contract is changing. In this environment, assumptions about who is disengaged or why can be misleading. Culture Amp’s research shows a steady four-point decline in global motivation since 2021, resulting in tens of thousands more unmotivated employees in just one year. But data also challenges common assumptions—for example, remote employees are not more likely to quiet quit, despite many companies fearing otherwise.

As Heather Walker, senior data journalist at Culture Amp, puts it, “We don’t need to feed the drama of division, as if leaders and employees are on opposing sides. In reality, we’re sitting on the same side of the table, facing the same problem: how to create the conditions for work to succeed.”

Quiet quitting might make headlines, but it’s likely not happening in your organization. What’s really at stake is the quality of your employee relationships. Motivation, trust, and energy are renewable if leaders intentionally replenish them.

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—Marcel Schwantes

This article originally appeared on Fast Company’s sister publication, Inc.

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