I think a lot of the best work that I've done personally as a service person is not in direct response to clients. It's because I think about them and then I come up with things for them. And then I bring those things to them, none of which is based on working 45 hours a week and billing by the hour. We have to have freedom in terms of how we quote unquote measure our performance to do knowledge work if we are in fact knowledge workers.
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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