“Quiet Quitting”, Meet “Bare-Minimum Monday”
In an era of hustle culture and rampant burnout, employees are searching for ways to balance productivity and personal wellbeing. We saw this through the internet’s “Quiet Quitting” trend — now, we’re seeing it through "Bare-Minimum Monday."
Unlike Quiet Quitting, which involves employees disengaging from their roles without formally quitting, Bare-Minimum Monday is a proactive practice. It encourages employees to prioritize self-care on the first day of the workweek, aiming to foster a healthier work-life balance while improving overall wellbeing.
Critics argue that Bare-Minimum Monday can lead to a decline in overall productivity — one self care day per week equates to less time spent working. However, supporters of the trend counter this, emphasizing that mental and physical wellness can improve employees’ engagement and efficiency throughout the remainder of the week.
In fact, recent research proves that four day workweeks can help increase company revenue, improve employee wellbeing, and promote better work-life balance.
A Washington Post article reported that 56 of the 61 companies involved in a four day workweek trial continued to implement the schedule change after the research period concluded.
Essentially, the benefits of a well rested and happier workforce may outweigh the costs of perceived reduced productivity on Mondays.
While many are labeling the Quiet Quitting and Bare-Minimum Monday phenomena as employees "reclaiming their lives," it’s essential to recognize the root causes behind them: unsustainable work practices, harmful leadership, and unbalanced priorities.
Employees who feel undervalued or disengaged are actively looking for ways to protect themselves from the negative impacts of harmful leadership. This means implementing coping mechanisms to distance themselves from unsupportive work cultures.
With both trends, the primary issue lies in the flawed assumption that employees should be unquestionably committed to and engaged in their work. This puts pressure and blame on the individual. Instead, organizations should shift their focus to cultivating better leaders, evaluating employee experiences, and establishing supportive cultures.
By empowering individuals to be committed and engaged, rather than forcing them to be, we can nurture more sustainable and balanced work environments.
Interested in diving into how we can empower employees while nurturing sustainable work environments? Check out these episodes of the Social Responsibility at Work podcast:
Work-life Integration & Re-Envisioning Holistic Well-Being with Stephan Vincent
Resilience & Redefining Stress with Evan Singer
Rethinking Productivity and Reclaiming Flow
Helping Humans Thrive with Derek Lundsten
