The ‘Loud Leaving’ Trend and Why it Won’t Make the Cut

By Kendryll Lictao

In the ever-evolving landscape of modern workplaces, new trends, and concepts emerge to address the ongoing quest for work-life balance and employee engagement.

One such trend that has gained attention is the concept of “loud leaving.”

This practice involves managers visibly and audibly leaving the workplace at the end of the day, signaling to their team members that it is acceptable to log off and stop working at a reasonable time.

While the intention behind loud leaving is to promote a positive workplace culture and encourage healthier work habits, it is essential to examine its intentions and limitations in creating a truly flexible and human-centric work environment.

What do you think about this new workplace trend?




Flexible working has become a crucial aspect of modern work culture, driven by the need to accommodate diverse individual needs and promote employee wellbeing.

It acknowledges that traditional 9-5 office hours may not suit everyone and that true employee care lies in creating a human-centric workplace model that offers choice.

The concept of loud leaving attempts to establish boundaries between work and personal life, reducing stress and enhancing engagement. However, it is crucial to acknowledge that how your work fits into your life is not a one-size-fits-all solution and different individuals thrive under different circumstances.

At the core of flexible working lies effective communication, trust-building, and recognition of individuality in the workplace.

While loud leaving may serve as a symbolic gesture, it does not address the fundamental aspects necessary for a flexible work environment.

True flexibility means allowing employees to have autonomy and choice in their work arrangements, including when and where they work.

Encouraging open and transparent communication channels, where employees feel comfortable discussing their individual needs and preferences, is vital.

This fosters a culture of trust and understanding, where managers and employees can collaboratively create work arrangements that suit their unique circumstances.


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To truly embrace flexible working, organisations must move beyond rigid structures and policies and create flexible boundaries. We all need guardrails, but not brink walls and barbed wire. 

It is not enough for managers to simply leave the office loudly; they must actively engage in conversations with their team members to determine the most effective and suitable work arrangements. This includes accommodating different working hours, allowing remote work options, and implementing technology and tools that enable seamless collaboration regardless of location. 

Empowering employees with autonomy and choice with flexible boundaries creates a sense of ownership and accountability, leading to increased motivation and productivity.




The ultimate goal of any workplace initiative, including loud leaving, is to create a happier and more engaged workforce.

Employees who feel valued and have the freedom to manage their work-life integration are more likely to experience higher job satisfaction, improved mental wellbeing, and increased productivity.

When individuals have the autonomy to set their own work conditions, they are more likely to achieve higher performance and exhibit lower levels of fatigue. This not only benefits the individual but also contributes to the overall success of the organisation.


happy man working


While the concept of loud leaving may have good intentions, it is still important to recognise its limitations in creating a truly flexible and human-centric work environment.

Flexibility goes beyond a symbolic gesture; it requires effective communication, trust-building, and the empowerment of employees to make choices that align with their individual needs and preferences.

As leaders, it is our responsibility to go beyond the surface-level trends and create workplaces that genuinely prioritise the wellbeing and individuality of our teams.



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