Siddhraj Thaker
The pandemic shook the foundations of work. It took things to an extreme on all levels, be it physically, mentally, or emotionally. As companies adapted, employees quietly began redefining success. The buzz around “quiet quitting” dominates headlines, but a more hopeful and empowering trend is now emerging: quiet thriving is
Coined by psychotherapist Lesley Alderman and gaining traction in HR and leadership circles, quiet thriving refers to the subtle, self-directed ways employees reengage with their work. It’s not about a big promotion or flashy innovation. It’s about small, deliberate actions. Furthermore, it’s about reclaiming autonomy, aligning tasks with personal values, and reshaping roles to fit one’s strengths.
Engagement Doesn’t Have to Come from Top-Down Incentives
This concept taps into a powerful truth: engagement doesn’t have to come from top-down incentives. Instead, employees are finding meaning in how they work, not just what they do. That might look like redesigning workflows for better focus, seeking growth through side projects, or building meaningful peer connections—even in remote environments.
Why now?
A recent study showed that the percentage of employees who are engaged at work (2024) fell to a 10-year low (31-32%), despite many returning to the office. Burnout and disconnection lingered. However, instead of exiting or coasting, many began to quietly craft more fulfilling work lives. It is a commitment by stealth, and it is deeply human.
For leaders, quiet thriving presents both a challenge and an opportunity. Traditional engagement models—think surveys, perks, and productivity dashboards—often miss these micro-movements. Forward-thinking managers are now creating space for autonomy, encouraging personal development, and recognizing non-linear career growth.
It’s also a cue to rethink performance management. Rather than measuring output alone, progressive leaders are asking whether their employees are energized. Are they aligned with purpose?
Conclusion
Quiet thriving is subtle, but it’s scalable. It doesn’t rely on org-wide change. It starts with one person deciding to care again—about their work, their voice, and their impact. And in a time when burnout is real but purpose is craved, that might just be the future of engagement.
