Quitting slowly is the silent disengagement from work that happens emotionally, mentally, or behaviourally, and often long before a formal resignation. It might look like reduced enthusiasm, slipping deadlines, minimal communication, or a noticeable drop in initiative. This gradual withdrawal is typically driven by burnout, feeling undervalued, lack of growth opportunities, or an uninspiring work culture. Unlike a sudden departure, it unfolds quietly, making it harder for employers to detect and address until the damage is already done. The true cost of quitting slowly is not just lost productivity, it is the erosion of team morale, innovation, and long-term trust. Leaders must be proactive in spotting early signs of disengagement and foster open communication, recognition, and support. Creating a workplace where employees feel valued, heard, and empowered not only prevent slow quitting, it also cultivates a culture where people choose to stay and thrive.
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