Quitting in Place: A New Test for Leadership
By Ali Bowder, Faro Point Consulting and Jeff Levin, Levin HR Consulting
Jeff and I recently saw a post on LinkedIn that said, “People don’t quit jobs. They quit toxic cultures, micromanagers, burnout schedules, and feeling undervalued.”
It struck us, not because the idea is new, but because it raised a pressing question. What happens when employees don’t quit, but instead quit in place? When the workplace hasn’t improved, but the job market has left them with nowhere to go?
The New Retention Risk
Today’s job market is nothing short of daunting. Some liken it to The Hunger Games. There are fewer open roles, tougher competition, and interview processes that stretch through half a dozen rounds, only to be ghosted. And the complexity of applicant tracking systems adds yet another layer of frustration.
Employees who might have explored other opportunities last year are now staying put. This new norm creates a challenging environment for leaders to navigate. When employees feel they have no viable options, a different set of risks begins to take shape:
Quitting in place (sometimes called silent disengagement). Employees remain in their roles but mentally step away, leaving productivity and morale diminished.
Compounding resentment. Unaddressed frustrations can fracture team cohesion.
Compliance risk. Unchecked toxic behaviors can become normalized over time, exposing the organization to legal liability.
Credibility. Trust is a leading indicator of culture health. When respected employees or those in authority disengage, it signals that withdrawal is acceptable and erodes accountability and trust.
Leadership’s Responsibility Right Now (and Always)
This moment calls for a deliberate shift in leadership. If employees are staying, leaders must actively work to reinvigorate their teams for the health of the culture and the company’s bottom line. That means:
Accountability. When employees see leaders address problems directly, they gain confidence that accountability matters. This is a moment for leaders to strengthen credibility, model fairness, and show that they take issues seriously. Doing so can turn employees who feel stuck into employees who choose to stay and give their best work.
Creating room for growth. Even small opportunities such as special projects, mentoring, or training can reignite motivation and engagement.
Examining your leadership style. Reflect on how you show up as a leader and identify what you can learn and adjust.
Understanding employee strengths. Learn what each team member does best and create ways for them to use those strengths every day. Leaders can reinforce commitment by helping employees create Individual Development Plans that align with personal strengths and career aspirations. This signals that leaders and organizations care about each person’s trajectory, not just their output.
Listening with intention. Use pulse surveys, one-on-ones, and open forums to uncover concerns before they become crises.
Communicating transparently. People can process hard news when they trust leaders to be honest and consistent. Transparency includes answering questions, especially when the news is difficult. Doing so shows courage and strengthens credibility.
Recognition and rewards. Leaders reinforce culture by recognizing positive contributions and desired behaviors. Too often, attention is focused on what goes wrong. By highlighting employees or teams who model core values, leaders build trust and motivation. Recognition does not have to be monetary. Simple, authentic acknowledgment can significantly boost morale.
Collaboration teams. Leaders can strengthen engagement by forming small teams to provide input on meaningful topics. For example, a communications team might explore what employees want to hear more about from their managers. Other groups can evaluate key organizational issues and present recommendations. These teams give employees a voice while helping leaders stay connected to real concerns.
The Opportunity Hidden in the Challenge
This moment can be a turning point for organizations. Leaders who lean in, addressing this moment, building clarity, and showing genuine care for their teams, can transform employees who feel “stuck” into employees who choose to stay and thrive.
The alternative is to wait for the job market to open up and watch a wave of employees with pent-up frustrations walk out the door.
Our Perspective
From our work with organizations across sectors, we have seen that the most successful leaders treat this moment as a chance to reset culture and strengthen trust.
Faro Point Consulting and Levin HR Consulting partner with organizations to address both the risk and the readiness sides of the leadership challenge. Faro Point strengthens culture and protects credibility by building clear policies, conducting impartial investigations, and coaching leaders to resolve employee issues fairly and consistently. We also support organizations in designing and administering tools like pulse surveys and climate assessments to capture employee sentiment in real time. Levin HR Consulting ensures the HR function is strategic and scalable, providing fractional CHRO support, HR infrastructure, and alignment between people strategy and business goals. Together, we help organizations build environments where employees stay engaged because they choose to, not because they feel they have no choice.
If your organization is facing these challenges, now is the time to act with clarity and conviction. Contact us to start the conversation about building a healthier, higher-performing workplace.
