I would agree, I think the easy instinct for people ops and for leadership right now is to be like we need measures of how everybody's doing so we want to get data sources on basically like snoop where. But instead of trying to do it by keystrokes, you're doing it by teams doing their own sense making about how they are and where they are and what’s going on. That's obviously ideal. And even if you can't do that, I'm reminded of the work that Henrik Neiberg did for Spotify and that has been going on in places like Burtzorg. There's something there that I don't see often in traditional corporate America
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
Our book is available now at bravenewwork.com
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