Category: entrepreneurship

Certain workplace behaviors signal deeper issues in the office environment. These behaviors often arise when employees feel unappreciated, overwhelmed, or pressured to keep working when they truly need a break. Business owners and managers should be aware of these behaviors so they can address root causes, create a healthier workplace, and retain valuable employees.

Presenteeism

Presenteeism occurs when employees come to work when they really shouldn’t. Most often, it happens when someone is sick, injured, mentally exhausted, or dealing with personal stress, but still shows up. It can also mean staying late until the boss leaves, even when there is no real work left to do. Employees often do this because they don’t have enough paid time off, they fear losing their job, they’re under pressure to meet deadlines, or they don’t want to miss important office conversations.

The consequences of presenteeism can be serious. An employee who is truly ill will not be able to fully concentrate, which increases the likelihood of mistakes and lowers productivity. Their lack of rest may actually prolong their illness, requiring more time away from work later. They may also spread their illness to others, which can impact the whole team. In the case of stress or burnout, presenteeism may cause poor performance, errors, or even long-term disengagement.

Employers can help reduce presenteeism by:

• Providing sufficient paid time off so employees don’t feel forced to work while sick.
• Establishing clear guidelines about when someone must stay home (such as with a fever or sore throat).
• Allowing flexible work arrangements for employees who are injured but still able to work in some capacity.
• Creating a culture of trust and support, so employees don’t fear taking needed time off.

Quiet Cracking

Quiet cracking is a subtle but harmful workplace behavior that develops when employees appear to meet expectations on the surface, but are struggling internally with stress, burnout, or discouragement. Over time, these pressures cause the employee to “crack” quietly, pulling back from engagement and beginning to detach from their role.

Quiet cracking may be triggered by an overwhelming workload, lack of training, or unclear job expectations. It can also stem from feeling unsupported, unrecognized, or uncertain about the future of the job market. The outward signs may look small at first, but they often grow into larger problems for both the employee and the business.

Warning signs of quiet cracking include:

• Withdrawal from team interactions and social events.
• Reluctance to volunteer for new assignments or projects.
• Changes in mood, behavior, or productivity.
• Missed deadlines or slow responses to communication.
• Increased absences from work.

Employers can help prevent quiet cracking by:

• Checking in with employees regularly and showing genuine interest in their well-being.
• Expressing appreciation and acknowledging contributions.
• Providing clear job descriptions and realistic expectations.
• Offering training and career development opportunities.
• Balancing workloads so responsibilities are spread fairly across the team.

Rage Applying

Rage applying happens when an employee, frustrated or upset with their current job, reacts by rapidly applying to multiple other positions out of anger rather than thoughtful career planning. This often follows a triggering event—such as being passed over for a raise or promotion—and is more about venting frustration than finding the right next step.

While rage applying can sometimes lead to new opportunities, it carries risks. Employees may accept a job that isn’t a good fit or feel more stressed from juggling interviews on top of an already difficult situation. They may also miss opportunities to improve their current role through open communication and problem-solving.

Employers can help reduce rage applying by:

• Ensuring employees are paid fairly for the work they perform.
• Offering multiple paths for career advancement within the company.
• Providing clear expectations for promotions and the skills required to achieve them.
• Maintaining an open-door policy for employee concerns and frustrations.
• Avoiding excessive workloads that lead to burnout and resentment.

Proximity Bias

Proximity bias occurs when managers favor employees who are physically present in the office over those working remotely. This bias is often unintentional, as leaders naturally see and interact more with in-office employees. As a result, those working remotely may miss out on key assignments, recognition, and promotions simply because they are “out of sight, out of mind.”

If unchecked, proximity bias can damage team morale and create inequity between employees. Remote workers may feel overlooked or disconnected, while in-office workers may gain advantages that don’t necessarily reflect performance. Over time, this can erode trust and cause talented remote workers to leave.

Employers can reduce proximity bias by:

• Including remote and hybrid workers in all staff meetings and ensuring they have equal access to tools and resources.
• Training managers to recognize and correct unintentional bias.
• Setting clear guidelines for remote work expectations and responsibilities.
• Using tools like Teams or Slack to keep all employees connected and informed.
• Evaluating performance based on outcomes, not physical presence.
• Offering remote employees opportunities to lead projects and apply for promotions.

Final Thoughts

Workplace environments will always present challenges, but business owners can create healthier, more positive cultures by addressing these negative behaviors directly. Employees who feel valued and supported are not only more productive but also more likely to stay long-term, helping your company grow and better serve its customers.