When we're totally missing the data of like having ever been in a room together or knowing anything about each other's perspectives, real high likelihood of totally different assumptions coming out of the murkiness. And for folks that don't do, I mean, at the ready and at murmur, we do a very expensive gatherings to try to get at that. But if your company doesn't or can't do that, I feel for you. Like that is an uphill battle to be sure. It feels like so much less fun to get clear on something than to just get drinks.
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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