Your best collector isn’t hitting goal.
Again.
You chalk it up to a rough month, a tough portfolio, or new agents pulling more attention.
But then another month passes, and the numbers still aren’t there.
What gives?
Burnout and quiet quitting
Burnout and quiet quitting don’t always show up with a dramatic resignation letter or a direct complaint.
Sometimes they’re more subtle, especially when it’s someone who used to outperform consistently.
Instead of checking out visibly, they start doing the bare minimum.
And because they know how to stay just under the radar, it can take months before leadership realizes something’s off.
This post outlines key signs of quiet disengagement, based on insights from a panel of experienced call center leaders.
Here are five early-warning indicators your top performer may be quietly stepping back, plus what you can do to intervene effectively.
1. They Still Show Up, But Their Energy Doesn’t
They’re present.
They’re taking calls.
They’re following the process.
But they sound flat.
The enthusiasm and energy that used to define their interactions?
Gone.
And more concerning, they’re no longer listening as sharply.
The best collectors stay tuned to subtle cues and shift accordingly.
When that stops, it’s a signal that something deeper may be wrong.
How to address it:
Ask how they think they’re doing. Then listen. Self-reflection often reveals the root of disengagement and helps determine whether this is a skill issue or a motivational one.
Here is a great list of questions to help you dig deeper.
2. The “I Got This” Confidence Quietly Vanishes
This used to be your low-maintenance, high-impact performer.
Now they’re hesitating.
Asking more questions.
Making small errors.
Or they stop asking questions altogether.
This can signal shaken confidence, often a result of prolonged underperformance or external stress.
How to address it:
Rebuild confidence through intentional check-ins. Ask what’s been challenging. Acknowledge what they’re doing right. Restoring momentum often starts with restoring belief in their ability.
3. They Stop Seeking Feedback
Top performers typically seek feedback, even the tough kind.
If they stop asking for input or seem disengaged during coaching, it may signal they no longer see the value in improvement or feel it won’t change their outcomes.
How to address it:
Make space for honest dialogue. Remove fear of judgment and encourage open-ended reflections: “What went well this week? What would you change if you could?”
4. They Start Coaching Others (Behavior changes)
When a veteran collector begins mentoring others, but their performance slips, it can look like leadership readiness.
However, it may actually be disengagement masked as helpfulness.
It’s not always as common as the others, but it does happen.
How to address it:
Acknowledge their desire to support the team, but align that role with personal accountability. If they’re interested in leadership, clarify what that path requires, including consistent results.
5. The Numbers Are Sliding
They have an explanation for everything.
Tough accounts.
A system change.
Shifting client expectations.
And while those may all be true, if peers are hitting goals under the same circumstances, it’s time to re-evaluate.
How to address it:
Benchmark against similar performers. Use data to identify patterns. Then initiate a candid conversation about what’s changed and what support might help them re-engage.
Quiet Quitting Is a Retention Risk
Left unaddressed, quiet quitting often leads to real quitting.
Replacing a top-performing agent can cost upwards of 30% of their annual salary, not to mention the impact on morale and performance ripple across the team.
Spotting early warning signs is one of the most cost-effective retention tools you have.
Preventative Measures Worth Revisiting
It’s not just about fixing disengagement, it’s about preventing it.
Leadership should build structural safeguards that keep engagement high, especially among experienced agents.
- Schedule recurring one-on-ones, not just when something is wrong
- Build structured peer recognition or shout-out programs
- Regularly audit workload balance across teams
- Offer clear, attainable career pathing conversations
- Use quarterly pulse checks to proactively assess team morale
Here is a great episode of the KPI podcast with Peter Ryan as he discusses company culture as a whole.
Standardize How You Spot Issues
Quiet quitting can look different across personalities.
What feels disengaged for one person may be someone else’s natural pace.
That’s why it’s critical to establish objective measures.
Tip:
Calibrate across teams using QA scorecards, peer call review sessions, and shared definitions of what “good” sounds like. This creates fairness and helps leadership identify outliers based on data, not assumptions.
Final Thoughts: Addressing a “Will” Issue Starts with Leadership
In most cases, quiet quitting reflects a loss of motivation, not a lack of ability.
And often, the root cause lies in leadership oversight, not employee attitude.
A top performer’s previous success can mask subtle signs of burnout or frustration.
If one supervisor’s team is thriving while another’s is struggling, it’s worth asking why.
Quiet quitting patterns are often shaped, or missed, at the frontline leadership level.
Make sure your managers are equipped to lead well, not just report metrics.
Re-engagement starts with recognition.
Notice the signs.
Open the dialogue.
Offer clarity, encouragement, and structure.
The earlier you act, the better the chances of turning things around before quiet quitting becomes full-on disengagement.