Quiet Quitting: Still Here, but Not Really

Have you ever looked around your team and felt something was… off?

Everyone’s present. Tasks are getting done. Meetings are being attended. But the energy? The spark? It’s just… missing.

That, right there, is quiet quitting. And chances are, it’s already happening in your workplace.

Unlike the name suggests, quiet quitting isn't about quitting your job. It's about quitting the emotional, mental, and creative engagement, silently. People stop going the extra mile, not because they’re lazy or entitled, but because something deeper has gone missing.

They’re not defying anything. They’re detaching.

Why does quiet quitting happen?

Let’s be honest, most people don’t start out disengaged. They begin their jobs with excitement, curiosity, and a willingness to contribute. Over time, though, things shift. Deadlines replace dialogues. Appreciation becomes transactional.

And somewhere between KPIs and performance reviews, the human connection begins to fray.

People feel unheard. Unseen. Unvalued. That’s when they stop raising their hand in meetings, stop pitching new ideas, stop showing up with heart. They’re still technically present, but emotionally checked out.

In coaching conversations, I hear this all the time:

“I’m not burned out… I’m just numb.”

“I don’t hate my job… I just don’t care anymore.”

These aren't just passing comments. They're quiet alarms going off, signs that emotional well-being is running low and psychological safety has vanished.

It’s not about perks. It’s about purpose.

Many workplaces try to fix quiet quitting with surface solutions, team lunches, casual Fridays, and birthday cakes in the pantry. But the truth is, no amount of cupcakes will compensate for a culture that lacks trust, recognition, and meaningful communication.

Employees don’t need more fluff. They need to feel like their voice matters. Like their work means something. Like they’re not just a resource on a spreadsheet.

If the culture only rewards compliance and output, without space for emotions, creativity, or honest feedback, quiet quitting becomes inevitable.

How to spot it early

Unlike burnout, which often shows up as visible fatigue, quiet quitting is harder to detect. But the signs are there if you pay attention:

• That high-performing team member stops volunteering for new tasks.

• Feedback dries up, everything is “fine”, but nothing feels right.

• Initiative disappears. Ideas stop coming.

• There’s no tension… but no engagement either.

• Their camera is on, their mic is working, but their heart? Disconnected.

  
  

As leaders, it’s tempting to interpret this as laziness or apathy. But more often than not, it's a symptom of feeling overlooked, overworked, and emotionally undernourished.

So what can you do about it?

Start with a real conversation.

Not a team review. Not a “performance check-in.” A genuine, human conversation that says: “How are you doing, really?” Ask what energizes them. What drains them. What they need more of, or less of.

You’ll be surprised at what opens up when people feel safe to speak freely.

Then, follow it up with action. Not grand gestures, but small, consistent steps that show you’re listening.

• Build purpose into roles. Help employees connect the dots between what they do and why it matters. Everyone wants to feel like they’re part of something bigger.

• Recognize often. And not just during review season. Recognition isn’t a reward, it’s a signal of respect.

• Create room to grow. Most people aren’t afraid of hard work, they’re afraid of stagnation. Give them learning curves, not just task lists.

• Protect emotional well-being. It’s not enough to “check in.” Support systems like coaching, mental health days, or even just encouraging time-off can be transformative.

  
  

Quiet quitting isn’t cured by pressure. It’s healed through presence, listening, and leading with empathy.

Let’s reframe leadership

The workplace isn’t a factory line. It’s a living, breathing community of humans.

People don’t want to be micromanaged. They want to be mentored. They want a leader who sees them beyond their title, who recognizes both their potential and their pain.

The best leaders I’ve worked with through my coaching practice are the ones who lean in. They’re not afraid of difficult conversations. They model vulnerability, encourage feedback, and admit when they’ve missed something. That kind of leadership doesn’t just reduce quiet quitting; it builds trust, loyalty, and lasting impact.

Because ultimately, people don’t quit jobs. They quit environments that don’t feel human anymore.