Richard Badley

Related projects

Related events

Article

Aug 15 2025

Focus on your culture before the (quiet) cracks start to show.

culture

For a number of years, we’ve talked about quiet quitting; “the act of doing your job, but not letting it take over your life”.

The term was used to describe employees consciously deciding to do only the tasks outlined in their job description without going “above and beyond.”

This doesn’t mean resigning. Rather, it means stepping back from extra, unpaid effort such as working late, volunteering for extra projects, or taking on responsibilities outside their formal role (all of which could very well be justifiable).

It’s important to consider the motivation. It often stems from burnout, poor work–life balance, feeling undervalued, or disengagement with the organisation’s culture and leadership.

That feeling of disengagement hasn’t gone away. In fact, it’s becoming more apparent and common.

And there lies the warning sign for organisations – a new and more concerning trend is emerging: quiet cracking.

Coined by Frank Giampietro, EY Americas’ chief wellbeing officer, quiet cracking is when people stay in their jobs but slowly disengage. They’re unhappy, unmotivated, and disconnected from the organisation’s purpose.

On the surface, they’re present. Underneath, they’re fractured.

This is more important than not going above and beyond, this is about someone’s whole self and role. And this silent shift is costing businesses more than they realise — in productivity, creativity, and retention.

This is a culture problem.

Culture is something organisations need to measure, manage, and seek to improve. It takes more than surface-level perks. It demands open communication, authentic wellbeing initiatives, and a genuine commitment to caring for their people.

It’s also not just in pockets, it’s starting to be felt everywhere, and the stakes are enormous, and measurable.

Global employee engagement dipped from 23% to 21% in 2024, with the resulting productivity losses estimated at $438 billion globally (Gallup. Forbes)
In the U.S. alone, disengaged employees cost companies between $450 billion and $550 billion per year (ThreeWill)
Individually, each disengaged worker may cost an organisation up to 34% of their annual salary in lost productivity (Inspirus)
Additionally, disengaged employees have 37% higher absenteeism, 18% lower productivity, and 15% lower profitability (ContactMonkey)

There are not just productivity and financial downsides to disengagement, there are critical cultural implications too; on individuals’ wellbeing, stress levels and personal engagement.

Only 21% of employees globally are actively engaged, meaning nearly 80% are either disengaged or actively unhappy (Archie. AAG Health)
Organisations that invest in mental health and wellbeing see 13% higher productivity, plus reduced stress and fewer sick days (Archie)

So what can organisations do about it?

Firstly, be proactive. Don’t shy away from it, and don’t try to pre-empt how people feel. Invest time and resources in understanding what’s going on in your organisation.

Measure and understand culture

Use culture-specific surveys and wellbeing metrics to uncover hidden dissatisfaction before it morphs into quiet cracking (engagement surveys don’t cover it – do something specific and bespoke)

Communicate with clarity and empathy

Managers must be trained and empowered to recognise behavioural shifts, open empathetic conversations, and act—not react.

Manage culture proactively

Culture isn’t self-sustaining. It requires consistent nurturing—from leadership modelling to everyday recognition, feedback, and development.

Invest in genuine wellbeing

Evidence shows wellness programs can deliver up to 6:1 returns, reducing absenteeism and boosting productivity (ResearchGate)

Support managers as culture carriers

Gallup finds that 70% of team engagement is tied directly to the manager—and yet, only 44% of managers report receiving adequate training. In high-performing organisations, managerial coaching and development often lead to 70%+ engagement rates (Gallup. Financial Times)

Not all businesses will be experiencing quiet cracking, but it is certainly becoming more common in the research and work we do with organisations (whether the term is used or not).

My observation is that the organisations not experiencing it are those who take a proactive and much closer look at their cultures, and manage them with the care and attention they deserve.

Change is coming, and we need to be ready.

If you want to understand more about how to measure your culture, how to design and shape it, and how to communicate and build a healthier, happier place for your workforce – get in touch.

We are a Culture, Brand and Communications business, obsessed with helping organisations build stronger futures for themselves and their people. It is exactly these types of challenges we help understand, navigate and mitigate against.

Book Meeting

Insight, Culture, PID-233870773447, Upcoming Whitepapers and Articles, Article

Related projects