You must have been living under a rock if you have failed to notice the surge of ‘workplace trends’ that reflect a deepening shift in employee engagement over the last ten years. First came the Great Resignation, then quiet quitting. Now, a new and more insidious phenomenon is emerging: quiet cracking.
Unlike quiet quitting, which is a conscious decision to do the bare minimum, quiet cracking is a silent unravelling. Employees appear to be functioning but beneath the surface they are emotionally and mentally disengaging. They’re not setting boundaries, they’re breaking inside. And the cost to organisations is far greater than we might realise.
What Is Quiet Cracking?
Quiet cracking refers to a persistent state of workplace unhappiness that leads to disengagement, diminished performance and an increased desire to quit. According to recent research by TalentLMS, more than half of employees report are experiencing quiet cracking.
Unlike burnout, quiet cracking doesn’t always show up in exhaustion. Unlike quiet quitting, it doesn’t manifest in performance metrics immediately. But it is just as dangerous. Employees who are quietly cracking are six times more likely to experience clinical burnout. They’re still showing up, still ticking boxes, but they’re emotionally checked out and mentally fraying.
- Quiet quitting is a boundary-setting behaviour. Employees do what’s required, but no more. It’s a rational response to overwork or lack of recognition.
- Quiet cracking is emotional erosion. Employees feel stuck, unsupported or overwhelmed. They’re not disengaging by choice, they’re disengaging because they’re struggling.
Quiet cracking is often a precursor to quiet quitting. It’s the slow leak before the flat tyre. And because it’s harder to detect, it’s more dangerous.
The Productivity Cost
The cost of quiet cracking is steep. It erodes initiative, creativity and discretionary effort. It leads to presenteeism, where employees are physically present but mentally absent. It undermines team morale and drives unexpected turnover.
Research shows that workers who haven’t received training in the past year are 140 percent more likely to feel insecure about their jobs. Role ambiguity and unclear expectations also fuel quiet cracking, especially in fast-changing environments where AI and automation are reshaping roles.
For senior managers, the challenge is clear: if we don’t address quiet cracking, we risk losing our best people not to competitors but to disengagement.
The Role of the Leader
Leadership is the antidote to quiet cracking. Not the heroic, top-down kind, but the human, relational kind. Leaders must be attuned to the emotional pulse of their teams. They must notice when someone is smiling on the outside but struggling on the inside.
Peter Drucker famously said, “Culture eats strategy for breakfast.” Quiet cracking is a cultural issue. It thrives in environments where people feel undervalued, unsupported or unclear. Leaders must shape cultures where people feel safe, capable and connected.
The often controversial, Jack Welch, former CEO of GE, believed that the role of a leader is to “energise others.” That doesn’t mean cheerleading. It means creating conditions where people can thrive. It means removing blockers, providing clarity and recognising effort.
Here are five practical steps:
- Invest in capability building
Employees who feel competent are more confident. Implement continuous, role-specific learning programs. Use microlearning modules that respect busy schedules and tie learning to performance goals. - Clarify roles and expectations
Update job descriptions regularly. Hold quarterly check-ins focused on role clarity. Be able to show how individual contributions fit into the bigger picture. - Create psychological safety
Encourage open conversations about stress and wellbeing. Make it safe for employees to say, “I’m not coping.” As Amy Edmondson, Harvard professor and author of The Fearless Organization, reminds us, psychological safety is the foundation of high-performing teams. - Strengthen connection and purpose
Employees need to feel that their work matters. Simon Sinek’s work on “Start With Why” is a powerful reminder that purpose drives engagement. Leaders should connect daily tasks to broader organisational goals. - Lead with empathy and presence
Quiet cracking often stems from feeling unseen. Leaders must be present, curious and compassionate. As Brené Brown says, “Connection is why we’re here.” Managers who show up with empathy build trust and resilience.
To tackle quiet cracking, senior leader and people managers should focus on building core people management capabilities.
- Coaching skills to support growth and resilience
- Communication skills to clarify expectations and give feedback
- Emotional intelligence to read between the lines
- Change leadership to guide teams through uncertainty
These aren’t soft skills. They’re survival skills. And they must be embedded in leadership development programs, performance frameworks and organisational values.
Final Thoughts
Quiet cracking is a wake-up call. It’s telling us that something deeper is broken. Not in our people, but in our systems, cultures and leadership practices.
Senior managers have a choice. We can ignore it and hope for the best. Or we can lean in, listen deeply and lead differently.
The future of work isn’t just about technology or flexibility. It’s about humanity. And the organisations that thrive will be those that recognise that behind every KPI is a person quietly hoping to be seen, supported and valued.
Let’s chat. Reach out to The Workplace Coach today and explore how coaching can elevate your own leadership style and help you be even more effective in your role.
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References:
- Amy Edmondson – The Fearless Organization
- Simon Sinek – Start With Why
- Brené Brown – Dare to Lead
- Peter Drucker – Management: Tasks, Responsibilities, Practices
- Jack Welch – Winning
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