It might be “quiet quitting”, a form of silent withdrawal in which you deliberately refuse to do too much. But when this disengagement is a consequence of your work environment rather than an active choice, it’s known as “quiet cracking”.
Quiet cracking describes professional disengagement caused by stress and unhappiness at work. Unlike quiet quitting – which is a conscious choice – there’s nothing voluntary or empowering about this form of disengagement.
Here, the employee withdraws to protect themselves from an environment they perceive as toxic. In short, it’s a psychological survival reaction.
The phenomenon is on the rise, even if it remains less well publicised than quiet quitting. “Toxic workplace cultures, coupled with an increased focus on return to office, has led employees to feel a lack of trust and psychological safety,” career coach Emily Button-Lynham told Stylist magazine.
The signs are clear: that knot in your stomach when you arrive at the office, the urge to avoid meetings, the feeling of exhaustion when faced with projects. But also the cynicism that sets in, the negativity that takes over, and the growing confusion about your role.
The effects vary from person to person: some sink into apathy, others let their anger and resentment boil over. What they all have in common, though, is a feeling of suffering the effects of their situation.
This loss of trust in the organisation manifests itself in many ways. Employees no longer believe in management promises, they have growing doubts about the company’s goodwill, and they feel that their skills are no longer valued.
Faced with this mistrust, employees adopt a protective strategy by gradually disengaging.
Other structural factors, such as poor leadership, also come into play. In the United Kingdom, for example, 82% of managers find themselves in their position by accident, without adequate training, according to a study by the Chartered Management Institute.
These “accidental” managers navigate their way through their role on the fly, giving contradictory instructions and changing their minds without explanation. They generate uncertainty and apathy among their teams due to a lack of communication and people-management skills.
As a result, their employees end up becoming mentally disengaged.
Economic instability is also pushing companies to adopt stricter control measures. They are becoming more focused on micromanagement, including an increase in performance indicators, reduced flexibility, the suspension of internal development projects, and a forced return to the office, without clear justification.
Employees find themselves under constant surveillance rather than being supported in their development. In this kind of stifling environment, they lose all sense of a future – which, over time, can lead to burnout.
How to move forward
So, how can you break out of quiet cracking? The first step is to identify the root causes of your unease and accept them.
“Often we try to change our feelings and direct all our energy there, when actually it’s much more beneficial to notice and sit with those feelings, then create some steps forward,” Button-Lynham advised. Keeping a journal can also help you see things more clearly.
Next, you need to sort out what is within and beyond your control. Once you have made the distinction, clarify your true professional aspirations, which will help you build a vision and identify the changes you need to make.
Above all, don’t despair – employees often have more power over their situation than they think. The key is to maintain dialogue with your superiors. So, present problems in a constructive manner, ask to lead a project, and suggest concrete improvements.
Show that you remain motivated and capable, despite the difficulties. If no improvement is forthcoming, you always have the option of leaving to a healthier environment.