Everyone’s heard of it by now: “Quiet quitting” is the freshly coined phrase to describe the age-old behavior of not quite leaving one’s job entirely but rather opting to no longer go above and beyond. It’s service fatigue to the extreme, risking not just customer satisfaction but also staff loyalty and your business’s bottom line, too.

While the idea of quiet quitting may still be new to many, those of us who study customer service have spoken for decades about the root causes and possible solutions for this kind of disengagement and underperformance. The issues may not be new, but these innovative solutions offer fresh ways to reinvigorate your team.

To bust out of service fatigue and prevent quiet quitting, leadership must take bold action, making changes that aren’t always easy. But then again, if it were easy everyone would be doing it, and we wouldn’t be facing an epidemic of workplace ambivalence.

There are three foundational business elements that affect team engagement: rules, beliefs, and praise. When leadership actively turns its attention to these governing principles, the desire to untether from one’s career shrinks.

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