The power dynamic between employers and employees has fundamentally shifted. Workers are now more willing than ever to assert their autonomy and rebalance power—even if it means a dramatic exit. Enter “revenge quitting,” a trend where employees leave at the most inconvenient moment, sending a clear message: loyalty must be earned, not assumed.
For HR and business leaders, revenge quitting is more than another retention challenge. It's a symptom of deeper organizational issues and a reminder that in today’s era of employee empowerment, poor leadership and toxic culture can have severe consequences.
What Is Revenge Quitting?
Revenge quitting is when an employee abruptly leaves their job to disrupt or inconvenience their employer. It’s not just about leaving—it’s about making a statement.
Key Characteristics of Revenge Quitting
Revenge quitting often stems from growing frustration or a single event. For example, a manager repeatedly dismissing an employee’s ideas in meetings or toxic workplace behaviors that feel unbearable can trigger revenge quitting.
Unlike standard resignations, revenge quitting is abrupt and typically involves little to no notice. Timing is often deliberate—employees may plan their exit to cause maximum disruption. For example, during critical projects or busy seasons.
As the term suggests, revenge quitting may include actions that burn bridges, like public criticism or dramatic actions.
Examples of Revenge Quitting
What does revenge quitting look like in practice? An employee might quit the day before a major client presentation or during the busiest time of the year—leaving their coworkers to pick up the slack in their absence. Or, they might organize a group exit with colleagues to send a powerful message.
Revenge quitting can also cost the organization valuable knowledge. For instance, an employee might revenge quit immediately after completing training or earning a certification, taking their expertise with them.
Unlike standard resignations, revenge quitting is abrupt and typically involves little to no notice. Timing is often deliberate—employees may plan their exit to cause maximum disruption.
What Is the Business Impact of Revenge Quitting?
Revenge quitting doesn’t just disrupt workflow—it brings major costs and challenges that go beyond losing one employee.
- Emergency Hiring Costs: Replacing someone on short notice often leads to significantly higher recruitment expenses than standard hiring processes.
- Lost Productivity: The productivity gap left by a departing employee can cost three to four times their salary.
- Knowledge Loss: Employees who leave suddenly take valuable knowledge and training with them, leaving teams scrambling to cover the gaps.
- Disrupted Performance: Revenge quitting disrupts team operations, reducing productivity and collaboration. Remaining employees often struggle to cover responsibilities and meet deadlines, which can affect overall team output.
- Weakened Morale: Sudden departures create uncertainty and frustration for remaining team members. Increased workloads and instability can hurt morale and lower motivation. These effects can ripple through the team, leading others to feel disengaged or question their own roles within the organization.
- Reputation Damage: When revenge quitting involves public displays—like critical social media posts—it can harm your company’s reputation. If the departing employee had a client-facing role, customer relationships may also suffer. Even within the organization, abrupt departures—or multiple employees leaving at once—send a negative message to new hires about the culture and leadership.
What Is Causing the Rise of Revenge Quitting?
The rise of revenge quitting raises an important question: what’s driving this trend?
Leadership Challenges
Leaders are under immense pressure. According to DDI’s Global Leadership Forecast 2025, 71% of leaders report increased stress since stepping into their current role, with 40% considering leaving leadership altogether to improve their well-being.
Poor delegation and prioritization only add to this stress—not just for leaders but also for their teams. Only 30% of leaders feel they have enough time to execute their responsibilities with the depth and diligence required. Asking employees to take on too much without proper support increases the risk of burnout, which often leads to disengagement—a key warning sign of revenge quitting.
Adding to these pressures, trust in leaders is at an all-time low. Only 29% of leaders and high-potential employees trust their manager to do what’s right.
Purpose is another challenge. While 67% of C-level leaders feel a strong sense of purpose, only 35% of frontline leaders feel the same, creating a disconnect that affects employees.
Better Job Market
Many employees are hoping to see an improved job market in 2025, giving them more options. Unlike the earlier “quiet quitting” era, when limited job opportunities kept employees in place while they redefined boundaries, employees may now feel empowered to make actual moves. Today, remote work has expanded opportunities, letting employees explore jobs without being tied to their location.
Workplace Changes
Shifting workplace dynamics are causing more dissatisfaction. Hybrid and return-to-office (RTO) policies often clash with worker preferences, creating friction. The rise of AI adds anxiety about technology, and leaders must balance the needs of four generations in the workforce. Poor management of these tensions can push employees to look for better options.
Risk Factors for Revenge Quitting
How can you spot an employee at risk of revenge quitting? Watch for these warning signs to act before it’s too late.
Lack of Meaningful Work
Revenge quitting is more likely when workers feel their work lacks purpose or impact. In fact, high-potential employees are 4.8X more likely to leave within the next year when they don’t feel a strong sense of purpose. Without a clear understanding of how their contributions matter, motivation fades. Limited resources or exclusion from decision making can leave employees feeling disconnected.
Negative Work Environment
A toxic workplace also increases the odds of revenge quitting. Employees are more at risk when they feel undervalued, face frequent conflicts, or experience a breakdown in teamwork. Low trust in fairness or honest leadership hurts morale even more, leaving employees feeling disengaged and unsupported. Our research reveals that high-potential employees are 3.8X more likely to leave within the next year when they don't trust senior leaders, compared to those who do. This means that even loyal workers may leave on bad terms when trust is broken.
Employees Feeling Undervalued
Feeling overlooked is a key risk factor for revenge quitting. Without recognition, growth opportunities, or meaningful work, employees may feel disconnected and seek fulfillment elsewhere. Employees want to grow and feel valued. According to DDI research, high-potential employees are 3.7X more likely to leave in the next year if their manager doesn’t provide regular development opportunities. Overlooking talent is a costly mistake organizations can’t afford.
Preventing revenge quitting takes effort from both leaders and organizations. Let’s start with what leaders can do.
How Leaders Can Protect Against Revenge Quitting
Leaders have a powerful influence on their teams. With more direct interaction than anyone else in the organization, they can shape employees' experiences and help keep them engaged.
Build Trust
Leaders can build trust by:
- Being vulnerable: Share thoughts, feelings, and the rationale behind decisions.
- Listening with empathy: Understand and address employee concerns.
- Showing integrity: Be honest and follow through on commitments.
Connect Teams to Purpose
Help employees find purpose in their work by:
- Highlighting the bigger picture: Show how the team’s work impacts the organization.
- Setting clear expectations: Clarify job roles and required skills.
- Aligning with values: Reinforce the team’s connection to the company's mission.
Facilitate Collaboration and Psychological Safety
Encourage open exchange of ideas by:
- Fostering open communication: Create a culture where employees feel safe sharing ideas and opinions without fear of judgment.
- Encouraging teamwork: Support collaboration and mutual respect within the team.
- Delegating effectively: Distribute tasks fairly to balance workloads, reduce burnout, and create a sense of trust and equity.
How Organizations Can Prevent Revenge Quitting
Preventing revenge quitting isn’t just up to leaders—organizations also need to create a supportive and engaging workplace.
Support Employee Well-Being
Organizations can prevent revenge quitting by prioritizing employee well-being. Offering flexible work options like hybrid arrangements or flexible hours helps employees balance their personal and professional lives, while resources, policies, and norms that prevent burnout create a healthier work environment. Managing workloads is also critical to reduce stress and avoid overburdening employees.
Create a Culture of Respect That Embraces Feedback
A culture of respect starts with open, honest communication. Encouraging employees to share their feedback—and acting on it—shows that their input is valued, helping to build trust. When employees feel genuinely heard, they are more likely to stay engaged, rather than revenge quitting.
Train Leaders to Be Effective Coaches
Organizations must equip leaders to engage both the head and heart of their team members. By teaching leaders how to support employees’ emotional and professional growth through effective coaching, companies can forge stronger connections and build a more motivated workforce.
Recognize Employees
Celebrating achievements in ways that are meaningful to employees shows that their contributions matter. This could include public acknowledgment, such as awards or promotions, or offering increased responsibilities to recognize their impact. Recognition gives a sense of value and belonging, which helps reduce the risk of revenge quitting.
Provide Career Development Opportunities
Career development is essential for keeping employees engaged and committed. Offering training to help employees grow in their current roles and prepare for future opportunities encourages them to see a long-term future within the organization. High-potential programs that prepare employees for leadership roles at all levels can further strengthen retention. Finally, building succession plans ensures the organization is ready for departures while growing its leadership pipeline.
Revenge Quitting Is a Call to Action
Revenge quitting sends a clear message: "Do better, or watch your best talent walk away." When employees choose this nuclear option, they're saying that platitudes like "people are our greatest asset" must be backed by action. They're declaring that in today's workplace, power is no longer a one-way street.
For HR leaders and organizations, this is a wake-up call. Surface-level retention strategies are no longer enough. We must rethink the employer-employee relationship. Building trust through consistent leadership, creating meaningful work experiences, and developing true career paths aren't just nice-to-haves—they're essential for survival.
The organizations that thrive won't try to prevent revenge quitting through policy or punishment. Instead, they'll make revenge quitting unnecessary by creating cultures where employees feel valued, heard, and empowered to succeed. In the end, revenge quitting is more than a trend—it's a call for change.
Learn more about fostering a culture where employees feel valued, engaged, and supported by watching our Everyday Engagers Webinar on demand.
Stephanie Neal is director of the Center for Analytics and Behavioral Research (CABER). She leads market and trend research focused on leadership and business innovation and is the general manager and lead author of DDI's Global Leadership Forecast.
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