BLOG
Written by Nicole Renggli, Owner of younique hr consulting | Nicole Renggli | LinkedIn
They show up on time, complete their tasks, appear friendly – and yet, they’re no longer truly present. No arguments, no resignation, no escalation. Just a quiet distance. What many interpret as loyalty is, in reality, often the beginning of withdrawal.
Welcome to Silent Quitting – a phenomenon that costs companies more than they realize. Silent Quitting is not a movement. It’s a silent signal. A person who stops engaging – without leaving. Who still performs their tasks – but no longer asks questions. Who doesn’t argue or demand – but also doesn’t grow. The performance appears fine on the surface. But the engagement is gone. What remains is functioning. Not out of defiance, but exhaustion. Not out of laziness, but frustration.
It begins gradually: The camera stays off. Emails get shorter. Ideas dry up. Conversation falls silent. Meetings feel like obligations. Feedback talks lead nowhere. Agreement replaces confrontation.
What’s behind it?
Often, it’s not big catastrophes, but many small reasons:
• Those who are constantly overloaded eventually withdraw.
• Those who feel unseen stop showing up.
• Those who experience no growth lose motivation.
Silent Quitting is rarely a conscious decision. It’s a defense mechanism. A sign that employees no longer feel they can make a difference. That their efforts don’t matter. That they are part of the system – but not truly included. And the longer this state persists, the more normal it becomes. What once was the exception becomes everyday life. For companies, this is a silent risk. Because while everything looks fine on paper, the team’s real energy is quietly declining. It doesn’t just affect individuals – it affects entire teams, entire departments. And the less it's talked about, the deeper the issue runs.
Silent Quitting cannot be fixed with motivational workshops. It takes more than appeals – it takes real attention. It takes space for honest conversations. Leaders who know how to listen. Structures that allow growth. Appreciation that goes beyond salary.
People want to contribute – if they feel it makes a difference. They want to take responsibility – if they feel trusted. They want to stay – if they feel seen. The responsibility doesn’t lie solely with the employees. It starts with culture. And it shows in leadership. To lead well today, you need more than clear goals. You need connection. Genuine interest. And courage to address difficult topics. Because that’s exactly where it’s decided: Whether people open up – or withdraw. Whether trust is built – or control takes over. Whether there’s dialogue on equal footing – or just commands from above. Many leaders sense that something’s off – but don’t know how to bring it up. They avoid the conversation when they should be creating connection.
But silence only deepens the withdrawal. Clarity isn’t a risk – it’s a prerequisite for collaboration.
And difficult conversations are often the most important ones.
Silent Quitting isn’t a personal failure. It’s a signal to the system. Those who recognize it – and take it seriously – have the chance to change things. Not with pressure – but with dialogue. Not with quick fixes – but with mindset. Because people who quietly quit often don’t want to leave. They just want a reason to stay.