The “Quiet cracking” describes a professional disengagement caused by stress and discomfort at work. Unlike the “Quiet quitting” – which remains an assumed choice -, this form of dropping out is not a volunteer. The employee goes back to protect himself from an environment which he perceives as toxic. A psychological survival reaction, in short.
The phenomenon grows, even if it remains less publicized than its cousin “Quiet quitting”. Emily Button-Lynham, professional coach, observes it daily. “”Toxic corporate cultures, coupled with a return in force of presenteeism, led employees to feel a lack of confidence“She explains in Stylist magazine.
The signs do not deceive. This ball in the belly arriving at the office, the desire to flee meetings, exhaustion in the face of projects. But also the cynicism that sets in, the negativity which wins, this growing confusion on its role. The demonstrations vary from person to person: some sink into apathy, others let out anger and resentment. The common point remains this impression of undergoing rather than choosing.
When the professional environment becomes toxic
This loss of confidence is expressed in multiple ways. No more faith in managerial promises, increasing doubts about the benevolence of the company, feeling that its skills are no longer valued … A vicious circle is then set up. According to the Edelman Trust 2024 barometer, when employees have the impression that their management does not trust them, they only trust their CEOs at 25%, 43% in their manager and 31% at their HRD. Faced with this mutual distrust, the employee adopts a protection strategy by gradually disengaging.
Beyond questions of confidence, other structural factors combine. Failland leadership plays a major role. In the United Kingdom, for example, 82% of managers find themselves in this position by accident, without adequate training, according to a study by the Chartered Management Institute. These “accidental managers” sail in sight, give contradictory instructions, change their mind without explanation. They therefore generate uncertainty and apathy in their teams, for lack of communication and human management skills. As a result, their collaborators eventually win psychologically.
Economic instability also pushes companies to adopt reinforced control reflexes. Faced with uncertainties, they tense on micro-management. Multiplication of performance indicators, reduction in room for maneuver, suspension of internal evolution projects, forced return to the office without clear justification … Employees find themselves under permanent surveillance rather than supported in their development. In this suffocating context, they lose all prospects for the future within their organization. By force, this disengagement can lead to burnout.
Get out of the impasse
But then, how to get out of the “quiet cracking”? First step, identify the deep causes of his discomfort and accept them. “”We often try to change our feelings when it is more beneficial to accept them and then create steps“, Advives Emily Button-Lynham. Holding a newspaper can help see more clearly.
Then you have to sort it between what depends on you and what escapes you. Viewing this distribution makes it possible to regain taken from your situation. Then clarify his true professional aspirations, even if the exercise frightens. This introspection makes it possible to build a vision and to identify the necessary changes.
Above all, do not despair. Employees often have more power over their situation than they think. The stake remains the dialogue with its hierarchy. Present the problems in a constructive manner, ask to control a project, offer concrete improvements. Show that we remain motivated and capable, despite the difficulties. If no improvement takes shape, there is still the possibility of leaving to find a healthier environment.
Because the “Quiet cracking” often reveals an environment failing more than an individual weakness. But it is by gradually taking control, daring to discuss and clarifying your expectations that you can find meaning. And finally transform this silence suffered into constructive speech.