Need to reignite the spark in your executive team? You aren’t alone. “Quiet quitting” has made headlines for reshaping employee engagement trends—and its silent ripple effect is even creeping into boardrooms and C-suites. Disengagement is no longer a frontline issue—it’s infiltrating the highest levels of leadership, often unnoticed until performance stalls or strategic initiatives fall flat. Here’s what organizations need to know about quiet quitting in the c-suite, and how to avoid it.
What Does “Quiet Quitting” Look Like in the C-Suite?
Unlike disengaged employees who might clock in and out with minimal effort, a “quiet quitting” executive is a lot harder to spot. They’re still showing up to meetings. They’re still signing off on decisions—but something critical is missing: their passion, energy, and strategic drive. They’ve checked out.
Instead of bold vision statements, they offer lukewarm endorsements. Instead of challenging the status quo, they default to safe, predictable choices. The hustle is there, but the heart isn’t.
Why Are Executives Disengaging, Too?
Executive burnout is often the silent culprit. The pandemic didn’t just disrupt supply chains and remote work policies; it dismantled the familiar anchors that leaders relied on for stability. The result? A prolonged state of crisis management, decision fatigue, and blurred boundaries between work and personal life.
Unlike mid-level employees who might find relief through PTO or flexible work arrangements, C-suite leaders often feel trapped by expectations of constant availability and performance. Add in the pressure to navigate post-pandemic recovery, shifting market dynamics, and talent shortages, and you’ve got a perfect storm for executive disengagement.
The High Cost of a Disengaged Leadership Team
A disengaged executive actually has an impact beyond their own department. Their detachment ripples throughout the organization. Strategic initiatives lose momentum. Teams feel the absence of authentic leadership. Innovation stalls.
According to McKinsey & Company, worker disengagement costs S&P 500 companies around $282 million annually. Now, think of the cost when that disengagement starts at the top.
Recognizing the Signs of Executive Burnout
Quiet quitting in the C-suite often manifests subtly—it’s hard to detect until it starts impacting performance. Some major signs to look out for are:
- Decision Paralysis:Delays in critical decisions or defaulting to consensus without meaningful input. Leaders may hesitate, second-guessing choices they once made confidently
- Risk Aversion:Avoiding bold strategies in favor of “safe bets.” This can stifle innovation as leaders shy away from transformative ideas that carry potential risks.
- Emotional Detachment:Reduced enthusiasm for company vision, culture, or growth initiatives. Leaders may seem disinterested or disconnected from the organization’s broader goals.
- Micromanagement:Overcompensating for disengagement by diving into minutiae instead of focusing on strategic leadership. This behavior can indicate a lack of trust in the team or discomfort with higher-level decision-making.
- Lack of Curiosity:Fewer questions, less exploration of new ideas, and a disinterest in professional development. A once-curious leader may stop seeking fresh perspectives, signaling a decline in engagement.
How to Re-Engage Disconnected Leaders
Re-engaging disconnected leaders starts with recognizing that burnout is not a personal failing but a systemic issue that can be fixed with some intentional strategies.
- Normalize Conversations About Burnout: Executives are usually expected to be the strongest pillars in an organization—but leadership doesn’t mean immunity to stress or disengagement. Create spaces where leaders can openly discuss challenges without fear of stigma.
- Redefine Success Beyond Metrics: KPIs and revenue targets are important, but they’re not the only indicators of a healthy executive team. Recognize contributions like mentorship, thought leadership, and culture-building as vital to organizational success.
- Encourage Strategic Sabbaticals: Executives rarely take extended breaks because they fear appearing dispensable. But time away can reignite creativity and prevent burnout. Structured sabbaticals, with clear re-entry plans, can benefit both the leader and the organization.
- Foster Peer-Led Support Networks: Leadership can be isolating. Encourage executives to build peer networks within and outside the organization. These relationships provide safe spaces for idea-sharing and mutual support.
- Revisit Role Design: Sometimes disengagement stems from misalignment between an executive’s strengths and their current role. Conduct role audits to ensure leaders are positioned where they can thrive, not just where they’re needed most.
M&A Executive Search Helps You Build a Resilient C-Suite for the Future
Quiet quitting at the executive level is a huge business risk—but it’s also an opportunity. Disengagement signals that something needs to change, whether it’s leadership expectations, company culture, or strategic direction.
By addressing burnout proactively, fostering curiosity, and creating environments where leaders can reconnect with their purpose, organizations don’t just prevent quiet quitting—they build C-suites that are resilient, inspired, and ready to lead through whatever comes next. After all, the future of your company isn’t just in your leaders’ hands—it’s in their hearts. So, ready to build a more engaged, inspired C-suite? Contact M&A Executive Search today to start the conversation.
