"Quiet quitting." "Quiet firing." Now, "quiet cracking." You may read all of these and think, “Isn’t this just another buzzword for hitting your limit or burning out?” And yes, it can definitely feel that way.

But whatever term you use, "quiet cracking" actually is something managers need to pay attention to. It’s not about team members slacking off - it’s about them silently doing their best to hold it together... until they can’t anymore. And if you’re leading a team, that should matter to you. But why should it matter? This week’s video and blog break that down - and what you can actually do about it.

What Quiet Cracking Really Is

Quiet cracking happens when someone is under stress, overwhelmed or even feeling burned out, but they’re not saying anything. They're likely meeting deadlines, showing up, nodding along in meetings - but underneath, they feel close to breaking.

The danger is that, as a manager, you might assume they’re “fine” just because they’re quiet.

How to Spot It (Beyond the Obvious)

Sometimes the signs are subtle, and sometimes they’re literally just silence:

- A strong performer starts missing little details

- Someone who used to ask questions or share ideas now just sits quietly in meetings

- A team member who normally replies quickly suddenly goes silent for days

- They’re physically present but not engaging - from "cameras on and talkative," to "cameras off and giving only short answers"

You may actually take these signs as a good thing. As in, "Great, no one’s complaining, they must be happy!"  - but really, that silence could be the warning sign.

How to Check In Without Making It Awkward

As I explain in the video, the biggest thing you can influence as a manager is the “quiet” part. Silence is what allows quiet cracking to build - and you can break that cycle by checking in.

Checking in doesn’t have to make someone defensive. You’re not accusing, and they don’t need to justify how they feel. Keep it simple and human:

“I’ve noticed you’ve been quieter lately - I wanted to check in. Sometimes I can help with things, and sometimes you may just want to talk it out. I’m here for both.”

“You don’t have to give me all the details, but I want you to know I notice and care. How are you doing?”

The goal is to open the door. They might walk through it, or they might not. Either way, they’ll remember that you're paying attention, and care enough to ask.

Managing Across and Upward

Quiet cracking isn’t just about one-on-one check-ins—it’s also about noticing when several team members, or even your whole team, are stretched too thin. That’s when it’s on you to manage not only upward with your leaders, but also across with your cross-functional partners.

When you do, be realistic about the workload, but also paint a picture of what you want to avoid and how you suggest keeping things sustainable. For example, with a CEO or senior leader, you might say:

“I know delivering results is critical and we need our teams to achieve them. At the same time, if we keep this pace, we risk burning people out and ultimately missing our goal of [specific outcome (like hitting the launch date, closing X accounts or rolling out the product update)]. To keep performance strong and sustainable, I’m suggesting [option XYZ]. Does that approach make sense from your perspective?"

For cross-functional peers, the tone can generally be a little lighter, but the approach is the same - acknowledge the goal, flag the risk and propose a path forward. For instance:

“I know we’re all under pressure to deliver on this timeline. My team is stretched thin - yours may be as well, and I want to make sure we don’t lose momentum or quality. Could we look at [option XYZ] so it’s more sustainable for everyone?”

Leaders and partners usually appreciate when you frame challenges as problem-solving conversations rather than complaints. It shows you’re proactive, thoughtful and collaborative in looking for solutions.

A Note for New Managers

If you’re newer to management, this can feel tricky. You might wonder: Am I overstepping? What if I say the wrong thing? And that's natural. But know this: most employees don’t expect you to have all the answers. What matters is that you notice, that you ask and that you show you care.

Even a simple, “I want to make sure you’re supported - what would be most helpful right now?” goes a long way. You may be trying to find the perfect words, but the fact that you care enough to ask usually means more than the phrasing itself.

When the Next Buzzword Comes (Because It Will)

Every time a new workplace buzzword pops up, it’s tempting to roll your eyes and move on. But instead of writing it off, try this:

- Hold off on the eye roll - Don’t dismiss it immediately.

- Ask what it’s really pointing to - Does the "buzzword" represent something that impacts how your teams are performing or whether they want to stay or go?

- Think about what you can do – What actions are possible in your role? What's reasonable? Could you support your team differently or flag something upward?

This mindset shift takes you from “ugh, another buzzword” to “what’s the reality here, and how do I respond?”

More Than Just a Buzzword

“Quiet cracking” might feel like just another workplace buzzword, but at its core it’s a reminder: some of your quieter team members may actually be struggling. Your job isn’t to fix every problem. It’s to pay attention, check in with empathy, and take steps that make work feel both productive and sustainable.

No matter what label you put on it, the reality is this: when employees are stressed and unable to perform, it hurts them, their teams, and the organization as a whole.

Manager Method provides practical leadership resources for organizations - helping managers build the skills they need to drive performance and develop their teams. Get bonus tips each week by signing up for our newsletter, and explore even more by checking out our upcoming webinars here.