The rise of silent resignation:

This phenomenon, often referred to as “silent resignation” or “quiet quitting,” represents a growing challenge for organisations that rely on motivated, high-performing teams to succeed.

What causes quiet quitting?

Disengagement doesn’t happen overnight. It builds over time, often fuelled by subtle yet persistent workplace experiences:

• Lack of recognition – when hard work goes unnoticed, employees start to question whether it’s worth the effort.
• Limited growth opportunities – without a sense of progression or development, motivation can quietly fade.
• Poor leadership – inconsistent communication, micromanagement, or unclear direction can lead to confusion and frustration.
• Toxic or disconnected cultures – when people don’t feel safe to speak up, valued for their input, or part of something meaningful, they gradually withdraw.

What’s tricky about quiet quitting is that it’s not always easy to spot. These employees still turn up and they still meet expectations. But they’ve stopped going above and beyond and stopped contributing ideas. And they’ve stopped caring, at least in the way they once did.

The hidden costs of disengagement.

The impact of silent resignation goes far beyond the individual. Left unaddressed, it can ripple through teams and organisations:

• Lower productivity – when people no longer feel invested, output and quality naturally decline.
• Weaker collaboration – disengaged employees are less likely to support or challenge each other in productive ways.
• Increased turnover risk – employees who’ve emotionally checked out are far more likely to leave when another opportunity arises, sometimes without warning.

So, what can be done?

This isn’t just an employee issue, it’s a leadership challenge. The good news? Disengagement can often be reversed with the right approach.

Here are four key actions that can make a meaningful difference:

1. Have real conversations – move beyond surface-level check-ins. Ask questions that uncover how people are really feeling and what’s getting in their way.
2. Recognise and appreciate contributions – a little acknowledgement goes a long way. Celebrate wins, big and small.
3. Offer clear development pathways – show employees they have a future in the organisation and support them in getting there.
4. Prioritise culture – psychological safety, inclusivity, and trust aren’t optional, they’re essential for long-term engagement.

Re-engagement is possible.

Silent resignation is a warning sign, not a final verdict. With the right strategy and commitment, disengaged employees can re-engage. Teams can rediscover their motivation, and businesses can create cultures where people want to stay and thrive.

If you’re wondering whether your team is truly engaged, or you’ve noticed a shift in motivation and energy, it might be time to pause and look beneath the surface. Because sometimes, all it takes is the right conversation to help turn things around.

At Zeal, our business psychologists are specialists in giving leaders and teams the tools to be amazing. Why not book one of our Team Talks and let us inspire you to achieve the incredible.