From Quiet Quitting to Quiet Cracking: The Leadership Wake-Up Call
Workplace culture has shifted from quiet quitting to quiet cracking.
Neuroscience shows why leaders must act now to support managers before they break.
Workplace culture has shifted from quiet quitting to quiet cracking.
Neuroscience shows why leaders must act now to support managers before they break.
What if your team had a shared way to name what’s really going on — without blame, shame, or defensiveness?
That’s what happened when I introduced the “Above and Below the Line” mindset model to 20 mid-level leaders at a major hospital. It gave them common language to explore mindset, behaviour, and culture — and it changed how they lead.
Because this isn’t just about better communication. It’s about Connected Leadership and the trust and psychological safety that power it. When we can name what we notice, we can shift how we show up. That’s the difference between reacting and responding.
In leadership circles, “safety” is often confused with compliance checklists, risk matrices, or tight controls.
But the kind of safety that actually fuels performance — the kind that builds trust, inspires innovation, and lifts accountability — doesn’t come from control.
It comes from connection.
And connection is what Connected Leaders cultivate.
It’s easy to hit July and go into overdrive: sprinting toward targets, overcommitting, and letting urgency override clarity.
But here’s the truth backed by science:
The brain loves a fresh start. Research shows we’re more likely to pursue goals after psychological “temporal landmarks”—like the beginning of a quarter or financial year【1】.
The catch? If you don’t intentionally reset, your brain defaults to old patterns.
That’s where Connected Leadership comes in.
In leadership, we’re wired to look ahead. To the next deadline. The next deliverable. The next fire to put out.
But what happens when we don’t look back—even briefly?
We miss the quiet power of progress.
I remember the exact moment. I was standing in front of the mirror, getting ready for another leadership meeting, another presentation, another day of doing the work I was known for. I had the title. The trust of a national team. A track record that spoke for itself. From the outside, everything looked like it