Quietly cracking: Understanding and addressing hidden disengagement
Across workplaces, a growing number of employees are not loudly disengaging, they are quietly cracking. This emerging phenomenon describes a subtle decline in energy, motivation, and emotional capacity that often goes unnoticed until it escalates into full burnout. Unlike overt withdrawal, quietly cracking is an invisible struggle: people continue to show up, meet deadlines and appear functional, but internally they are depleted. With more than half the workforce reportedly experiencing this form of hidden disengagement, understanding and addressing it has become a critical organisational priority.
What is “Quietly Cracking”?
“Quietly cracking” refers to a subtle, often hidden form of disengagement reportedly experienced by 55% of workers in Australia. It is an early warning sign of burnout, with those affected being six times more likely to experience full burnout. Some experts, such as Adam Grant, suggest that “quiet cracking” is simply a new term for burnout. Quiet cracking along with quiet quitting could be considered symptoms or early warning signs of burnout.
Why does it matter?
- Burnout is on the rise: Recent research by Women’s Agenda and UNSW Business School found that 72% of women experienced burnout in the past 12 months.
- Economic impact: A 2025 US study estimated that burnout costs organisations between US $4,000 and US $21,000 per employee per year.
- Business imperative: These figures provide a strong economic reason for businesses to address the workplace factors contributing to burnout and to invest in prevention.
What causes quietly cracking?
External factors:
· Cost of living pressures
· Job insecurity
· Community polarisation
· Climate anxiety
Workplace factors:
· Poor management practices
· Work overload
· Negative workplace culture
Technology:
· Constant alerts and notifications
· Out-of-hours messaging
· Multitasking, which reduces focus and interferes with rest and recovery
Legal rights and organisational responsibilities
Australian workers have a legal right to disconnect from work outside normal office hours. Workplaces are legally obliged to support this right and can do so by setting clear guidelines and expectations around technology use.
What can organisations do?
Grant emphasises that burnout isn’t a personal failure; rather it arises when people are “overworked, undervalued, and disrespected.” Burnout is systemic and it is incumbent on organisations to address it.
Leadership strategies
· Recognise the signs: Train leaders to identify early signs of disengagement and burnout.
· Role model supportive behaviours: Leaders should demonstrate healthy work habits.
· Clarify flexible work policies: Ensure policies are clear and expectations are well-communicated.
· Strength-based conversations: Focus on employees’ strengths in feedback and development discussions.
· Adopt a growth mindset: Encourage learning and adaptability.
· Amplify gratitude: Regularly acknowledge and appreciate contributions.
· Understand individual circumstances: Take time to learn about each employee’s unique situation.
Organisational actions
· Set boundaries around technology: Establish and enforce realistic expectations for after-hours communication.
· Promote a respectful workplace culture and ensure psychological safety
· Examine workplace and job design to ensure risks are addressed
Provide targeted support:
Enmasse can support businesses with the following offerings:
- For employees our live workshop Burnout Busters
- For leaders ,our leadership series to help build skills in recognising and preventing burnout.
Quietly cracking is not a fleeting trend, it is a meaningful signal that the modern workplace is placing unsustainable pressure on employees. By recognising it early and addressing the systemic contributors to burnout, organisations can protect employee wellbeing, strengthen engagement, and improve long-term performance. As Adam Grant and other organisational psychologists emphasise, burnout is not a personal failure but a workplace responsibility. When businesses invest in supportive leadership, clear boundaries, meaningful work, and psychologically safe cultures, they don’t just reduce burnout, they enable people to thrive.
Further reading and resources
How two HR leaders are responding to the quiet cracking trend
Workplace burnout costs in Australia
Martinez, Marie F. et al., “The Health and Economic Burden of Employee Burnout to U.S. Employers,” American Journal of Preventive Medicine, Volume 68, Issue 4, 645–655
