“She [They] knew with painful certainty that the opposite of love was not hate, but indifference.”
–Susan Wiggs, Author
It can come as a head-nodding “ready agreement,” a shrug of the shoulders or stone-cold silence. We at VIM Executive Coaching have seen all manner of variations on the theme of generalized indifference. Most executive leaders “see it,” or feel it, realizing in the moment that those nodding or silent could care less.
More than a decade ago, a major study conducted by Forbes magazine revealed that more than 68% of a corporation’s customers can – or will intend – to walk away if they feel indifference.
Customer or client, “Please let us know when this ‘problem’ is fixed.”
Answer, “Fer sure.”
A month later: “Have you addressed the problem?”
Answer, “No worries, we’re addressing the problem.”
On indifference
British Executive Management expert Gideon Schulman of the Chartered Management Institute detailed five traits that lead to employee indifference (December 12, 2025):
- ignoring a concern because it’s ‘not urgent’
- letting a toxic high performer off the hook
- skimming over someone’s exhaustion
- avoiding uncomfortable feedback
- choosing tasks over people
Within a corporation, nonprofit or association, issues such as these, disregarded by executive leadership in the work environment will invariably lead to burnout and ultimately to indifference. It is an attitude of “why bother?” and it is infectious.
To further advance the indifference theme mentioned in the article, Schulman identified four root causes where workers are:
- Overwhelmed – and start triaging empathy
- Exhausted – and become numb to nuance
- Afraid – and avoid conflict or truth
- At the senior level – and drift from day-to-day realities
When employees start to address all customer concerns with “no worries” or “no problem,” and then nothing gets done to remedy problems, it is a sure-fire indication that indifference has caused a lack of engagement.
By the way, to further address an earlier point, customers perceive when a company’s employees are indifferent. According to a piece from Zendesk.com (January 13, 2026):
“Zendesk Benchmark data, 50 percent of consumers would switch to a competitor after just one bad experience with a brand. To create and maintain positive customer perception, you have to offer an exceptional customer experience (CX) and form a connection with buyers at every stage of the customer journey.”
By “brand,” we are referring to the widest possible definition; a product, a service or addressing a need. In the quote above, exceptional customer service is acknowledged as a given, even though the term, much like “no problem,” or “Fer sure, we’ll fix it,” the understanding of exceptional is a rather loose concept.
However, when workers are expected to “form a connection with buyers,” it is important to circle back around to the opening statements of this post. If the organization has proven itself to be indifferent toward its employees, why should the organization assume the various team members jump at the opportunity to form connections?
Where it is centered
The executive leader who is in a dilemma over creating authentic connection needs to end the “fer sure, head-bobbing,” rather apathetic attitudes, and nurture connection and mindfulness. It is the only way to help end the cycle of indifference.
Mindfulness cannot be cultivated by confrontation or finger-pointing, but by listening, understanding and sharing problems. It is a template. If these traits, executive leader to worker are compassionately conveyed, with action taken, it will transform the employee and customer relationship.