The term “quiet quitting” has grown in popularity over the past few months—both as a concept and in practice. In essence, it describes employees who are doing their jobs exactly as instructed and maintaining firm boundaries around their job descriptions. That means not working overtime, not going above and beyond, and focusing on doing exactly what’s asked of them and nothing more. Many workers feel this will make them more sustainable in the long run, but the trend has managers and leaders worried. Many experts are warning against quiet quitting saying it will be detrimental to personal career growth and ultimately a negative way to experience work, but others are taking the moment to understand how quiet quitting—and the backlash against it—are really indictments of how our society and economy run. Managers and leaders who respond to the practice with scorn are demonstrating that they rely on employees doing more than what has been asked of them and more than what they have been compensated for. It is revealing a systemic culture of overworked employees, normalized stress, and pervasive burnout that, while we’re rethinking the way work is performed, needs to be part of the conversation.