The Danger Isn't Exit. It's Apathy

A communication leader recently told me they were hiring for a contract role with the hope it might turn into something permanent in 2026.

The contract role had a lot of interest. Most candidates were overqualified. And in nearly every interview, the desperation was palpable.

For the leader, it wasn't about talent. It was about trust. Would this person stay... or bolt the second a better offer came along?

That one question led them to shift gears and consider bringing in a consultant until the right hire feels less like a gamble.

This conversation made me pause.

Because hiring is only half the battle.

Even inside companies, engagement is fragile.

Leaders are asking: 𝘏𝘰𝘸 𝘥𝘰 𝘸𝘦 𝘬𝘦𝘦𝘱 𝘵𝘩𝘦 𝘮𝘰𝘮𝘦𝘯𝘵𝘶𝘮 𝘨𝘰𝘪𝘯𝘨 𝘸𝘩𝘦𝘯 𝘵𝘦𝘢𝘮𝘴 𝘢𝘳𝘦 𝘴𝘵𝘳𝘦𝘵𝘤𝘩𝘦𝘥 𝘵𝘩𝘪𝘯 𝘢𝘯𝘥 𝘮𝘰𝘵𝘪𝘷𝘢𝘵𝘪𝘰𝘯 𝘪𝘴 𝘧𝘳𝘢𝘨𝘪𝘭𝘦?

They're seeing employee fatigue. A drop in discretionary effort.

Most people aren't quitting.

They're quietly scanning job boards.

Trying to survive the chaos, not shape what's next.

That's the real risk. Not that people leave, but that they are just doing time. 

Showing up, nodding along... while their energy, insight, and initiative slowly vanish.

And while the instinct is to pull back, to wait for budgets, better candidates, better timing, the opportunity is to re-recruit your team.

To give them a reason to 𝘸𝘢𝘯𝘵 to stay.

Internal communication has a powerful role here:

 • Rebuilding belief in leadership’s intent

 • Making priorities feel clear, not chaotic

 • Equipping managers to talk about what’s real

 • Creating the kind of internal experience that doesn’t just retain people, but re-engages them

It's not about perks.

It's about presence.

And consistent connection.

If we want people to re-commit, we need to give them something worth committing to.