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.
Read MoreAt 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.
Read MoreEveryone has had a ‘bad manager’ - but few of us think we are that leader.
Ellie Hearne shares three ways managers inadvertently irritate their colleagues.
Read MoreWe all dislike being micromanaged - but while many of us report having been micromanaged, few of us consider ourselves micromanagers.
Why this disconnect?
No manager sets out to do their job poorly. On the contrary, people tend to end up in management because they’re good at something. Unfortunately, that something usually isn’t “management.”
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