Oct 6, 2026 · 16 min · 10 segments
**Why step away from something you love, only to come back?** For Dr. Lisa Herbert, the answer came down to one realization: the work had changed, the conversations had changed, and she had changed…
Lisa HerbertHost
So one of the biggest patterns I think that I was starting to see was this quiet quitting where people would just stop talking.
They'd stop speaking up, you know? And I realized that resignation really isn't where the problem began.
The problem began months before the person actually said that they were leaving.
Maybe they used to raise concerns before, but then they just stopped because they didn't feel heard.
Maybe they were promoted into leadership but weren't given the actual tools to actually lead.
Maybe they were carrying the weight of an entire team of, you know, patients and then simultaneously having to navigate productivity, expectations, organizational demands, and administrative demands.
The physicians who used to say, "We can make this better", started saying, "I don't know that it really matters.
I don't really know that change matters or that change can actually happen." Because again, disengagement doesn't always really announce itself as disengagement.
And I believe healthcare leaders need to start recognizing this quietness because when we don't discover it, then we discover the problem, unfortunately, at the exit interview.
So one of the biggest patterns I think that I was starting to see was this quiet quitting where people would just stop talking.
They'd stop speaking up, you know? And I realized that resignation really isn't where the problem began.
The problem began months before the person actually said that they were leaving.
Maybe they used to raise concerns before, but then they just stopped because they didn't feel heard.
Maybe they were promoted into leadership but weren't given the actual tools to actually lead.
Maybe they were carrying the weight of an entire team of, you know, patients and then simultaneously having to navigate productivity, expectations, organizational demands, and administrative demands.
The physicians who used to say, "We can make this better", started saying, "I don't know that it really matters.
I don't really know that change matters or that change can actually happen." Because again, disengagement doesn't always really announce itself as disengagement.
And I believe healthcare leaders need to start recognizing this quietness because when we don't discover it, then we discover the problem, unfortunately, at the exit interview.
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