What Marketing Leaders Think About Quitting Quietly [Executive Leadership Data]

Back in September, we covered leave cool: specifically, what it is, how the term became popular, and ways to address it.

cool weirdo sitting at the desk

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now we are Hearing Directly From Marketing Leaders And getting their thoughts on the event, courtesy of our Executive Leadership Survey of 500+ leaders.

In this article, you’ll find out what they think about being silent (spoiler alert: it’s not pretty), why they think so, and how they plan to address it.

What Marketing Leaders Know About Quite Quitting

To start things off, the majority of marketing leaders we surveyed (73%) say they are familiar with the term “leaving it cool.” In fact, 57% agree that some degree of quiet quitting is happening within their organization.

To what extent? Well, marketing leaders find that only 17% of their employees are quietly quitting. However, our consumer trends data suggests otherwise.

In our survey, 33% of full-time employees reported quietly leaving their current job. Since this data is self-reported, the figure is likely to be higher.

Yet, 80% of leaders surveyed say they would know if an employee on their team was quietly quitting.

This suggests that two things could be happening: Employees are great at hiding the fact that they are quietly quitting or that leaders are a little out of touch with their employees.

Whatever the exact numbers, 57% of marketing leaders are concerned about this phenomenon and 66% have explicitly discussed how to address it with their leadership team.

when asked, "how worried are you about leaving quietly" 14% said not worried at all, 29% said not very worried, 36% said somewhat worried and 21% said very worried

What Marketing Leaders Think About Quiet Quits

It’s fair to say that marketers aren’t fond of leaving leaders quietly – 77% of those surveyed say it’s “unacceptable”.

In-spite of this Studies show that quietly quitting is a response to poor management.Now most marketing leaders see it that way.

64% of those surveyed believe quietly leaving a job is a reflection of poor work ethic, while one-third of respondents see it as setting healthy boundaries.

Graphic showing answers to survey questions "Why do you think employees are busy quitting quietly?"

When asked why they believe employees engage in silent quitting, 39% of respondents placed the blame on employees, saying it was due to a lack of accountability.

  • 38% said that employees see no benefit in going above and beyond at work.
  • 36% said burnout.
  • 34% said that employees are unhappy with the workplace culture.
  • 32% said there is a lack of work-life balance.

Our consumer trends survey shows that burnout and workplace culture play a major role in job satisfaction.

The report found that of the 29% of consumers who are considering leaving their current job, 25% say the reason is burnout and 20% say they are unhappy with the workplace culture.

Now that we know how marketer leaders view both those quietly leaving and those joining, let’s take a look at what they plan to do about it.

How Marketing Leaders Plan To Address The Problem Of Silence

Although most marketing leaders believe that quitting is a reflection of the employee rather than the employer, 77% believe it is their responsibility to prevent it.

Where do you start? Well, 73% believe the determining factor in an employee’s willingness to quit quietly is the relationship they have with their supervisor.

This theory was supported by a Harvard Business Review Workplace Studyfound that managers who were successful in managing employee and business needs had the highest percentage of employees willing to go the extra mile for the company.

Furthermore, 37% of company leaders believe that motivating employees with rewards is one way to prevent silencing.

Other measures include:

  • Employee ID
  • work life balance
  • mental health and wellness support
  • Accountability
  • improve work culture
  • career growth opportunity
  • remote work
  • management training

Based on responses from both employees and leaders, it’s clear there’s a disconnect about who is to blame for silent quitting and how common it is.

Leaders are looking to employees and vice versa. There is some overlap in one area when it comes to addressing this.

Marketing leaders agree that they must play an active role in preventing this, and their solutions appear to be in line with what employees are looking for.

It is unclear how this event will develop but one thing is for sure: leaders will have to take accountability if they want to stop an issue they find unacceptable.

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