Sometimes, values aren’t all they purport to be - but done well, they are an opportunity. Here’s how to do them well.
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Talented, valued, promoted - and entirely unhappy.
Hard-working, a quick learner, loyal to the company - and looking for a new employer nonetheless.
Given a raise, new responsibilities, and a title bump - and making everyone else miserable.
Three scenarios with a shared root cause: not everyone wants to be a people manager. We break down the challenge and a myriad of ways to address it.
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Tech start-ups, corporate financial firms, small businesses, nonprofits from diverse regions… Leaders in all sorts of contexts are approaching me with essentially the same challenge of late.
Read on for what it is, why it’s happening, and how to address it.
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At its best, quiet quitting is about setting healthy boundaries while still delivering on your obligations to your employer.
At its worst, quiet quitting is a violation of trust, a sign that all is not well in your workplace, and a designation that perhaps attracts privileged employees (who can “get away with it”) and a few underperformers, who perhaps finally have a name for their previous approach to work.
In practice, it can be a little of each of these things and more of some others. Ellie Hearne elaborates.
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