CCMC/CDMS

THE COMMISSION FOR CASE MANAGER CERTIFICATION CERTIFICATION OF DISABILITY MANAGEMENT SPECIALISTS COMMISSION

What “Quiet Quitting” Really Means— and 6 Ways to Respond

MaryBeth Kurland, MPA, CAE, ICE-CCP

“Q uiet quitting” continues to dominate much of the workforce discussion as employers and employees alike grapple with this term and what it really means. The starting place is realizing that this phenomenon is nothing new. Whether we call it quiet quitting, burned out, stressed out, or low morale, the meaning is essentially the same: a desire to dial back the number of hours or take a break after an intense period of seemingly working nonstop.

We’re seeing this across the care continuum, where the strains caused by the pandemic have created a widespread need for better work/life balance among many professionals. For example, the Commission for Case Manager Certification (CCMC) responded to this need with our ongoing “Push Pause” campaign to help others find moments of grace amid the grind.

For many, though, feelings of being overworked and overwhelmed are particularly acute, sometimes compounded by a difficult boss or diminished job satisfaction. All these factors point to the fact that quiet quitting is, at its core, a leadership issue. This applies to all of us—both Certified Case Managers (CCMs) and Certified Disability Management Specialists (CDMSs)—whether we lead a small team, a department, an entire company, or only ourselves.

Here are six ways that we can respond to quiet quitting by providing more support to ourselves and others:

1. Be honest about our own feelings.

We need to look internally before we can offer any help and direction externally. The fact is, leaders experience quiet quitting, too! We need to be honest about whether we are feeling tired or burned out.

By addressing our own needs first, we can better support others. For example, by not sending emails after hours or on weekends, we show that we are putting limits on our own work hours while also demonstrating—in actions, as well as words— that work need not be 24/7. We can become role models for others as they strive to recharge and reengage.

2. Reconnect with the mission.

Why do we do what we do? The organizations we work for have mission statements—and we may have them as well. For me personally, I have a strong sense of purpose around helping to develop and certify the professionals who are so greatly needed within our fractured healthcare system. As we reflect on our organizational and personal missions, we can become more engaged and rediscover our deeper motivations.

3. Express empathetic leadership.

The more we understand where we’re coming from, the better we can meet people where they are. Our shared humanness allows us to express empathetic leadership. But there’s one important caveat: what worked in the past—for example, “pizza Fridays” at the office or ordering in lunch—clearly does not suffice, especially in a remote/hybrid environment. As leaders, we need to be more intentional in our outreach to help people feel connected and appreciated. For example, early on

“Quiet quitting” continues to dominate much of the workforce discussion as employers and employees alike grapple with this term and what it really means. Whether we call it quiet quitting, burned out, stressed out, or low morale, the meaning is essentially the same: a desire to dial back the number of hours or take a break after an intense period of seemingly working nonstop.

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MaryBeth Kurland, MPA, CAE, ICE-

CCP, is the CEO of the Commission for Case Manager Certification, the first and largest nationally accredited organization that certifies more than 50,000 professional case managers and disability management specialists. The Commission oversees the process of case manager certification with its CCM® credential and the process of disability management specialist certification with its CDMS® credential.