Why ‘quiet cracking’ is the leadership wake-up call you must not ignore

Have you ever felt your boss isn’t listening to you on your weekly check in call?

Or perhaps you feel unclear on how to get your next promotion?

Well, a new workplace pattern is emerging: ‘quiet cracking‘.

When people regularly begin to feel unheard in meetings, or unable to influence decisions that affect their work.

The outcome can be quiet but ultimately costly: low team morale, increased turnover risk, and reduced productivity.

The cause? Systemic leadership and organizational gaps.

‘Quiet cracking’ is often a warning sign that something in the employee experience has fundamentally changed.

If leaders miss the red flags, the costs are real: talented people leave, institutional knowledge walks out the door, and the remaining team members absorb the strain.

How to support your people so they feel heard

‘Quiet cracking’ is not about employees being unwilling to work hard.

More often, it’s about feeling ill-equipped to succeed.

Training opportunities might not materialize, career progression can feel confusing, and managers – often under pressure themselves – can unintentionally stop listening to their people.

In my role, I often see businesses stuck in a pattern I call the ‘feedback paradox’.

Organizations often put a stunning amount of effort into collecting employee feedback, especially about culture and inclusion.

But when feedback doesn’t lead to visible change, it can do more harm than good. Employees may conclude that speaking up is pointless or, even worse, that leadership don’t care.

Through our DEI efforts at Thoughtworks with clients and internally, we’ve seen how this dynamic particularly affects people from under-represented groups. For those whose voices have historically been unheard, unanswered feedback can reinforce the idea that they don’t belong.

The solution isn’t just to ‘listen better’, but rather, make feedback loops genuinely responsive.

How do organizations action this? Act on employee feedback to break the quiet cracking cycle.

Be transparent about things that won’t change – and why they won’t.

It means ensuring employees see a clear line between their input and organizational decisions. People are more willing to speak up when they know their voice makes a difference.

The opportunity of AI for day-to-day work

Another trend fueling ‘quiet cracking’ is something some leaders underestimate: AI anxiety.

The last few years have brought a huge wave of AI tools into workplaces, from notetaking, writing emails, to generative AI in creative and analytical roles.

While much of the conversation focuses on reskilling – teaching employees how to use these tools – there is a quieter, more human reaction happening in parallel.

People are worried. Will my role exist in three years? Will my skills be valued? Will I be replaced by an AI tool?

The key isn’t just more training programs, it’s transparency.

Open conversations about where AI will reshape work, and where it won’t, give people clarity and confidence.

When employees are invited into the process, they gain agency and feel like partners in change, not passengers.

Equally important, we recognize that adopting AI isn’t just technical, it’s emotional. That’s why mentoring and supportive leadership play such a powerful role.

They don’t just build new competencies; they help people navigate uncertainty with optimism, and see transformation as a path to opportunity.

Mentoring relationships can help with this – for developing new competencies; they’re helping people navigate the uncertainty that comes with rapid transformation.

Prevention over cure

‘Quiet cracking’ should be treated as an early-warning system, not a late-stage problem.

Once someone has mentally checked out, the options for re-engagement narrow quickly. The most effective prevention is to weave trust, growth, and connection into the fabric of everyday work.

That’s why we introduced Gather, a monthly event in local offices attended by leaders. These sessions often include demos, talks, and a social element, and they happen across our global network. We’ve found when people have direct access to leaders in an informal setting, trust deepens, and they feel connected to their workplace.

When employees know they are supported in their growth, heard in their feedback, connected to their peers, and trusted with the truth about where the organization is headed, the conditions for quiet cracking never take hold.

Instead, you get something much more valuable: a workforce that feels confident, committed, and ready to grow alongside the business.