What is performance and what do you, what is it? What does it mean to transact with someone as an employee or a vendor? I feel like there are, there are two camps. There's the camp of like, I don't really know what everyone's doing. And so I suspect foul play, like it's sort of a theory X kind of angle. It's sort of like we've been remote working long enough that people are getting good at it. They're getting their work done, but it doesn't feel performative. Now a leadership is like, wow, we don't know for sure that you're not cutting out early to walk the dog.
Odds are you’ve discussed quiet quitting with your colleagues, your friends, your barista, your aunt Barbara… you get the idea. Super-hyped-up conversations about quiet quitting are everywhere these days—but what’s the noise really about? What’s the alleged trend mean or point toward? And if we double-click on quiet quitting, what can we learn about the OS of our workplaces?
In this episode on Brave New Work, Aaron Dignan and Rodney Evans turn up the volume on this phenomenon and talk about:
- What these conversations tell us about our ways of working and what needs to change
- How to start caring more about outputs and commitments and less about timesheets
- Why the common belief that “good performance = beating expectations” is trash
- How a lack of clarity stokes both the quiet quitting and quit firing fires
- Why we need better workflows around asking workers what they really need
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