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Forbes
14-05-2025
- Business
- Forbes
What Is Revenge RTO, And Why Is It Rising In The Workplace?
Revenge RTO is a pattern of passive-aggressive behaviors from employees getting back at employers ... More because they feel forced to return to the office. I wrote a story for last December in which experts predicted that revenge quitting would peak in 2025, and boy has it ever. In many cases, it's taking a slightly different form known as the Revenge RTO trend. As companies mandate more days in office, there's a rising trend of employees finding passive-aggressive ways to get back at leadership in the workplace. The experts I spoke to were correct. Revenge quitting is on the rise. In fact, it's the top career trend of 2025, according to some sources, showing that 28% of employees expect it to happen at work this year. And workers are not slipping away quietly. They're making sure their exit is seen and heard, leaving loudly and dramatically over unmet promises, RTO mandates and toxic cultures. Examples of revenge RTO are coming in late, leaving the office for lunch, leaving the office early, taking home office snacks and more. So, what's behind this trend? According to experts at Hogan Assessments, the key lies in understanding the deeper disconnect between employees and their workplace. "Revenge quitting isn't just about frustration over daily tasks—it's a breakdown in communication and a failure to align employee aspirations with company culture,' explains Dr. Ryne Sherman, chief science officer at Hogan Assessments and co-host at The Science of Personality podcast. 'The good news? It's preventable.' While many companies might consider perk policing, I spoke with leaders--like Annie Rosencrans, HiBob director of people and culture--who believe, instead, that employers should think about the ways workers may be feeling unheard or overlooked when it comes to their needs for flexible schedules and better employee appreciation. 'Signs of revenge RTO can include taking home office snacks or supplies, coming in late and leaving early or stepping out of the office for lunch or a workout class," Rosencrans stresses. "Employees are taking time away from the office in a stance against leadership as a result of feeling overlooked and underappreciated for the lack of flexibility.' When we spoke through email, Rosencrans shared with me why flexible work is so important and offered tips to make in-office days more meaningful to employees. 'Revenge RTO is becoming the norm as in-office mandates become stricter and as many companies abandon the flexibility that was once promised to employees,' she told me. 'Employees are also feeling that the return to office requirements haven't resulted in more meaningful connection with their colleagues.' Rosencrans cites a recent study showing that only 31% of employees feel connected at work. She says employees perceive their companies as not prioritizing employee morale and improved experience even as in-person days become required, leaving teams resentful and wondering why they're in the office at all. 'Flexibility is key in work-life balance and many employees need and expect these accommodations.,' Rosencrans asserts. 'It's crucial to creating an inclusive workplace that values both employee morale and productivity. While taking snacks and leaving the office early may seem minor, it can be a sign of deeper team disengagement.' She points out that in order to truly understand the needs of employees, leadership should solicit team feedback through anonymous surveys, one-on-one meetings or town hall gatherings. 'The results can help companies better frame their workplace models to avoid potential backlash and employee resentment, creating a stronger company culture as a result,' she notes. Sherman at Hogan Assessments emphasizes companies that successfully retain their top talent have one thing in common: they take a proactive approach to employee engagement. 'Rather than scrambling for short-term fixes, they address core issues before employees feel the need to make a statement with their resignations," he says. Sherman has identified three key strategies for leaders to retain top talent and prevent costly exits. 'Remote work flexibility, work-life balance, growth opportunities and employee well-being are no longer perks—they're non-negotiables,' according to Sherman. 'When these expectations aren't met, employees don't just disengage, they make high-impact exits that disrupt teams and shake up workplace dynamics.' He insists that organizations must adopt transparent policies, offer genuine flexibility and establish open feedback channels to stay ahead, adding that employers who listen and adapt to evolving employee needs will not only boost retention but also strengthen their employer brand. 'Poor leadership is a fast track to revenge quitting. Toxic or absentee management styles drain morale, increase burnout and drive talent away,' Sherman states. 'Employees who feel unsupported or undervalued by their managers are significantly more likely to leave—and they'll make their dissatisfaction known. In fact, a recent Gallup report highlights that managers are the linchpins of engagement, with 70% of team engagement attributed to the manager.' Sherman cites the flip side where teams led by calm, organized and empathetic managers report three times higher engagement, adding that investing in leadership development isn't just beneficial—it's essential. Sherman is convinced that when companies cultivate an environment of trust, inclusion and mutual respect, they see tangible benefits: improved innovation, higher productivity and, most importantly, greater talent retention. 'Creating psychological safety isn't just an HR initiative—it's a business imperative,' he concludes. Nearly half of American workers are seeking new employment this year, hitting a 10-year high. After waves of layoffs, harsh return-to-office mandates and skyrocketing workloads, employees are no longer staying quiet. They're leaving abruptly and loudly, fighting back against big business for not considering their work flexibility and work-life balance. Sherman predicts that the most successful organizations with talent retention will be those that embrace authentic leadership, meaningful engagement and a culture of trust. As the workplace evolves, those companies that fail to adapt risk losing their most valuable asset: their people. Sherman believes that businesses that get this right won't just prevent revenge RTO quitting, they'll set the gold standard for workplace excellence in the years to come.
Forbes
09-05-2025
- General
- Forbes
5 Myths About Women in Leadership, Debunked
The data shows that men and women are much more similar than they are different across all ... More psychological characteristics. Despite decades of progress, women still hold less than a quarter of C-suite roles worldwide. Globally, just 32% of leadership roles are held by women. That number drops even further as you move toward C-level roles, landing at just 23% of C-Suite leadership roles being held by women. Yet, the return on investing in women leaders is clear. Companies with women on their executive committees see a 47% higher return on equity, and those in the top 25% for gender diversity are 27% more likely to outperform their peers. So, why does this gap persist? I asked Allison Howell, VP of Market Innovation at Hogan Assessments. Her team has studied nearly 12,000 leaders across decades of assessment data. She shared five of the most persistent myths, how they get in the way, and then she debunked each one based on her team's research. Allison Howell, VP of Market Innovation at Hogan Assessments Ambition scores have been shown to effectively predict performance as a leader. 'One common myth is that women are less ambitious than men,' Howell explained. 'On our Hogan Ambition scale, there was no significant difference between women and men at the executive level (Women: 90.87 and Men: 91.83).' There was also no difference in predictability, meaning women who scored high in ambition also scored high in performance. To address the myth that women can't handle high-stress leadership roles, Howell looked at a couple of different areas: First, she looked at a measure of 'emotional stability' and found that there was no significant difference in emotional stability between men and women at the executive level (Women: 109.09 and Men: 109.91). Secondly, she looked at an 'excitability' scale, which is the degree to which someone is 'emotionally explosive' or 'performs poorly under stress.' Men and women leaders both score equally low on this category. 'What's interesting is that emotional volatility hinders performance equally for both men and women. The idea that men can be explosive and get away with it isn't really true. In fact, it's detrimental to both genders,' Howell said. To debunk this myth, Howell's team looked at measures of 'eagerness to please' and 'reluctance to act against popular opinion.' Again, they found no significant difference between men and women at the executive level (Women: 36.16 and Men: 35.86). Next, her team looked at 'cautiousness,' which includes risk aversion, resistance to change, and difficulty making decisions. 'I think there's a perception that men are less risk-averse than women are, and this really shows that it's not true,' Howell pointed out. She elaborated, saying that this was likely more due to the stereotypical perception of men: 'I think the more likely explanation is that the risk tolerance may simply look different due to cultural stereotypes, like men engaging in extreme sports or high-stakes investing.' To evaluate strategic and innovative thinking, she took a look at their 'Inquisitive Scale,' which measures curiosity and openness to experiences. There was a slight difference between women and men at the executive level (Women: 68.19 and Men: 71.1), but the difference was still statistically negligible. Next, Howell and her team looked at 'Driving Strategy' and 'Driving Innovation.' Across both, the difference was negligible. Howell and her team looked at their 'Forceful' dimension. Both men and women at the executive level scored low on this scale. 'This one, I think, is really interesting because much of the advice that women receive is to be more assertive, more direct, more decisive, and so on. But what this data indicates to us is that it's not a helpful stereotype to anybody, including men. We have to rethink what it means to be a leader,' Howell said. The data shows that men and women are much more similar than they are different across all psychological characteristics. 'We naturally categorize the world around us, categorize different genders…but really those differences are stereotypes,' Howell said. And the result of our stereotypes is that we are missing out on a number of great leaders. Rather than fall prey to stereotypes, Howell recommends paying attention to the following characteristics (both positive and negative), which have been shown to predict leadership effectiveness: Positive Characteristics: Risks to Manage: By hiring for and training these characteristics, you can build out a much more robust, diverse, and effective team of leaders. Kevin Kruse is the Founder + CEO of LEADx, scaling and sustaining leadership behaviors with behavioral nudges, micro-learning, and live cohort-based workshops. Kevin is also a New York Times bestselling author of Great Leaders Have No Rules, 15 Secrets Successful People Know About Time Management, and Employee Engagement 2.0.
Forbes
09-04-2025
- Business
- Forbes
3 Reasons To Ditch Authenticity If You Want To Stand Out At Work
New research suggests that authenticity doesn't pave the way to professional success, but something ... More else does. Learn what that is. Back in the day, experts encouraged employees to 'be your true self' if you want to shine in the workplace and climb the career ladder. But not anymore. In fact, new research reveals that this idea is more of a myth than reality and that sometimes employees realize they must adapt to workforce norms, shuffling their genuine self-expression to the back burner. Today's workforce must ditch authenticity in favor of professionalism, conflict avoidance and career advancement. Speaking your mind and showing your true personality is often championed as the key to professional success. But new data from Hogan Assessments suggests that authenticity in the workplace is more of a myth than a reality, and in many cases, striving for authenticity can backfire. Instead, Hogan Assessments experts believe thriving in the workplace is a balance of authenticity with strategic self-presentation. They contend that true authenticity means acting in complete alignment with your beliefs, feelings and personality. Yet, they propose that the reality is that from early childhood, you receive feedback that shapes your behavior to fit social expectations—at home, in school and later in the world of work. As a result, you adjust your actions based on supervisors, peers and professional norms, often prioritizing likability and adaptability over raw self-expression. Hogan Assessments research shows that when individuals report feeling 'authentic' at work, they typically behave in a socially desirable manner rather than genuinely expressing their unfiltered selves. I spoke with Rhyne Sherman, chief science officer at Hogan Assessments, who told me that being your authentic self at work is a recipe for career failure. 'Being your authentic self means focusing on your own thoughts and desires without regard for others,' Sherman asserts. "On the other hand, being your best self means thinking about how your actions impact others and the kind of reputation your actions cultivate. Instead of focusing on being their authentic selves, leaders should focus on being their best selves.' Sometimes you can stand out in the workplace for the wrong reasons. For example, recruiters have given Gen Z a bad rap for speaking out openly about their values and being hard to manage. Along those lines, Sherman argues that following the adage of 'Just be yourself" can be risky, whether in job interviews or leadership roles and may come across as unprofessional or overbearing. He points out that at face value, an authentic workplace sounds appealing—an environment where people are honest and open. He believes, however, that this perspective ignores the realities of professional relationships. 'Not all thoughts and feelings are beneficial when shared; being brutally honest can create unnecessary tension,' he notes. 'While people say they want authentic leaders, they genuinely seek integrity. For example, a leader who is transparent about being dishonest is ineffective.' Sherman stresses the importance of navigating authenticity with intention and strategy. Instead of aiming for authenticity, professionals should focus on presenting their best selves, balancing honesty with professionalism, fostering strong workplace relationships and aligning behavior with career goals. 'Personality assessments and behavioral insights can help individuals understand how their actions shape their professional reputation, providing a strategic approach to navigating workplace dynamics,' he explains, offering three reasons authenticity doesn't always work. 1. Professionalism. 'It is often essential to maintain a level of professionalism in the workplace. Being too casual or openly sharing personal beliefs may not fit the workplace culture and can influence how colleagues and supervisors view you.' 2. Avoiding Conflict. "In a corporate environment, being your authentic self can sometimes lead to disagreements, particularly on sensitive issues. Many individuals keep their personal opinions private to promote harmony and prevent uncomfortable interactions. Striking a balance between self-expression and professionalism is key to navigating career growth. Professionals who thoughtfully evaluate how their authentic selves align with organizational goals can position themselves for success while remaining true to their values.' 3. Career Advancement. "Adhering to workplace expectations and norms can facilitate career growth. Management and coworkers may also appreciate a more conventional or polished image. Leaders who become too comfortable in their roles risk lowering professional standards, which can undermine the respect and engagement of their team members—and even impact relationships with external stakeholders.' I also spoke with Robert E. Siegel, lecturer at Stanford Graduate Business School and author of The Systems Leader: Mastering the Cross Pressures that Make or Break Today's Companies. Siegel has an entirely different perspective on standing out at work. He advocates making yourself indispensable, suggesting five strategies to do that: 1. Adopt a learning mindset. 'Treat your career as a continuous learning journey. Stay ahead by developing new skills before they become essential, ensuring you remain valuable in a rapidly evolving workplace.' 2. Develop cross-functional expertise. 'Traditionally, executives rose to senior management through expertise in a single function—such as operations, sales, engineering, or finance. They relied on experts in other areas to fill in the gaps. But today, business functions are more interdependent than ever.' 3. Take advantage of internal mobility. "Don't just look outside for growth—explore opportunities within your company. Organizations that encourage internal movement reward employees who are willing to adapt and take on new challenges. 4. Understand how systems interact. 'The most successful professionals don't just excel in one area—they comprehend how different parts of a business or industry connect and influence each other.' 5. Prioritize adaptability over domain specific skills. 'Some professionals dismiss disruptive trends as temporary fads. But ignoring shifts—whether AI, clean energy or changing workforce expectations—can be a costly mistake.' Siegel and Sherman's ideas intersect around the theme of adaptability. Sherman advises that employees ditch authenticity and adhere to workplace norms. Siegel cautions miscalculating that younger workers will automatically adopt the habits of their elders, as evidenced by how Gen Z demand flexibility, refusing to fit into what they consider an old, outdated work mold. Both Siegel and Sherman agree that adaptability is the key to long-term career success.
