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The Hindu
6 days ago
- Business
- The Hindu
Six things an MBA students should know beyond curriculum and books
Every MBA student thinks they are becoming ready for the business world through case studies, class discussions, and those venerable Kotler and Porter reads. To be fair, they do, to a certain degree. The actual world, however, is not like a nicely wrapped Harvard case once you leave the cozy light of projector-lit classrooms. It's illogical, tech-heavy, chaotic, political, and incredibly human. But if you want to stroll into that last interview and leave the HR professional blinking with happy surprise, here's something you really need to know but weren't taught in B-school. 1) Real businesses are not polished case studies; they are incomplete stories. You have probably dissected a dozen renowned case studies during your MBA journey. The businesses in those situations are the exceptions, not the rule, as you might not be aware. The majority of real-world businesses aren't spectacular success stories; instead, they are constant battles with inconsistent data, changing objectives, and an excessive number of WhatsApp groups. Nearly 70% of company transformation initiatives fail, according to a 2023 McKinsey study, not because of bad strategy but rather because execution breaks down in the face of uncertainty. How to deal with this ambiguity—how to make judgments when stakeholders are contradicting one another on Zoom and half the information are missing—is something that isn't covered in class. The greatest MBAs are able to say, 'We don't know yet—but here's how we'll find out,' rather than memorizing quotes from models. 2) You have a logical spreadsheet. Humans aren't. Learning regression analysis and valuation models will take hours. Even so, your customer will pick the rival with the more ostentatious package and inferior product. Why? Because people prioritize their emotions over their rationality, and your financial model failed to take Instagram advertisements, nostalgia, and ego into consideration. Irrational Labs data shows that emotion, context, or cognitive bias account for more than 65% of customer decisions. You must start studying human psychology and move beyond market sizing. This isn't limited to consumers. Your vendor, your supervisor, and your investor are all motivated by stories rather than just statistics. Behavioural economics isn't just a catchphrase; it's your best friend when it comes to figuring out why the client's cat-loving CFO could reject your million-dollar presentation. 3) Culture is the operating system with the power to destroy your best plans. Yes, strategy is cool. However, culture determines its success or failure. Consider presenting a daring innovation agenda to a group of people who think that 'doing things differently' entails using Calibri rather than Times New Roman. Less than one in five CEOs feel they have created the proper culture, despite 82% of them believing it is a competitive advantage, according to the Deloitte Human Capital Trends study. That's your hint. In addition to being prepared to spot possibilities, an MBA must also be able to spot cultural landmines. Consider this: How are choices actually made here? Which actions are rewarded or penalized? What is understood but not spoken? You won't just lead teams—you'll change them if you can analyze culture with the same level of accuracy that you apply to balance sheets. 4) A freelance jungle gym has replaced the corporate ladder. After earning your MBA, you're undoubtedly daydreaming about your dream job—a title, a team, and a workstation with good lighting. The catch is that modern occupations resemble jungle gyms rather than ladders. You move industries, take on gigs, climb sideways, and occasionally hang upside down for a while. According to the NITI Aayog, the gig economy in India is expanding at a 17% CAGR. Nearly one-third of professionals worldwide now hold freelance or project-based jobs. Therefore, you will require more than simply leadership and analysis skills. Agility, self-branding, and the capacity to work with strangers across time zones on Slack are all necessary. Learn how to lead projects if your MBA taught you how to oversee departments. Because influence, not headcount, will be the key to leadership in the upcoming ten years. 5) A tool isn't technology. It is the New Business Language. You may be tempted to claim that technology isn't your thing. However, in the modern world of finance, that is the equivalent of declaring, 'I don't do math.' According to a 2023 World Economic Forum survey, 'technological literacy' is ranked second only to analytical thinking as the most important talents for the workforce of the future. And no, understanding Python alone isn't enough. It's important to comprehend how automation changes workflows, how APIs facilitate integration, how data flows impact return on investment in marketing, and how ChatGPT and other AI are stealthily consuming a lot of entry-level manual labour. If not tech-fluent, the MBA of 2025 must be tech-comfortable. Making friends with product managers, understanding how to ask the correct questions in tech meetings, and monitoring how analytics dashboards and no-code tools are changing decision-making at all levels are all part of it. 6) Your reputation is more important than your resume. Lastly, and perhaps most importantly, understand that while your résumé helps you get in the door, your reputation determines whether you are allowed to stay. In order to assess applicants, recruiters are depending more and more on unofficial sources, such as recommendations, social media footprints, and referrals. According to LinkedIn's own data, candidates who are hired through referrals have a fourfold higher retention rate and perform better throughout their first year on the job. What makes you stand out in a world where everyone has an MBA is how others view your dependability, honesty, and teamwork. You don't have to start doing live performances now. It entails being there in every discussion, on group projects, and during internships. Create a reputation for being someone who 'gets things done, and done well' by quietly building trust. Because your reputation will eventually become your most valuable asset. Be the MBA that you weren't prepared for by the MBA. Methodologies, models, and frameworks are taught in B-schools. The true test, however, starts when you enter a business where half of the staff is passive-aggressively opposing change, the client is upset, and the numbers don't add up. The rising MBAs are not only intelligent, but also perceptive. With emotional intelligence, tech fluency, cultural sensitivity, and strategic curiosity, they embody business reality rather than only quoting business theory. So feel free. Surprise your recruiter by describing why ambiguity is a strength rather than a weakness, without quoting Michael Porter. In this way, you become the candidate that everyone remembers.
The Australian
19-05-2025
- Business
- The Australian
It's vital to balance AI agility with workplace stability
Artificial intelligence's adoption has rapidly moved beyond the pilot phase as the technology is implemented at scale at many organisations in a way that is fundamentally changing how they operate. That change is bringing tangible benefits that leaders are quick to recognise and celebrate – and so they should. But in my experience, some leaders are failing to consider and address the workplace tensions that AI implementation can bring. Navigating these tensions is fundamental to the long-term success of an AI strategy, which is in turn fundamental to most organisations' competitive edge: stand still and you'll be left behind. Deloitte's 2025 Global Human Capital Trends Report contains a few key questions leaders should be asking themselves so they can begin to tackle the issues at hand. The first question addresses the primary tension of AI implementation: how do you provide workplace stability while remaining agile enough to stay competitive? How do we adapt the structures in our organisations and in individual teams to provide stability, agility and productivity? In a word (and please forgive the neologism), how do you combine stability and agility to create stagility? Getting the balance right is vital as constant organisational change can impact employee morale. According to the Human Capital Trends Report, 75 per cent of the thousands of workers surveyed globally feel they need greater stability at work in the future. Meanwhile, the business leaders surveyed for the report feel pressure to adapt: only 19 per cent feel traditional business models are suitable for creating value for employees and the organisation, while 85 per cent say they need to create more agile ways of organising work to swiftly adapt to market changes. Navigating this tension between stability and agility raises a follow-up question: what do you do with the efficiency dividend AI generates? Depending on the organisation, there are a few ways the tangible gains AI produces can be deployed to drive benefits for the business and for employees. Amanda Flouch is Human Capital National Lead Partner Deloitte Australia For example, you could reskill and retrain workers whose flow of work has been impacted by AI, helping them develop skills that have the greatest potential to create value for both the organisation and individual. This question is especially pertinent given the potential of agentic AI technologies to autonomously perform tasks. Humans and agents will need to work alongside one another, which will allow humans to focus on higher value tasks. What skills to focus on is a question that human capital leaders in particular will need to consider in the context of their industry. But broadly speaking, premiums are being placed on soft skills that support critical thinking, innovation, collaboration, and meaningful human interaction – the things that AI can't do. According to our report, companies that focus on enhancing human capabilities are almost twice as likely to have employees who believe their work is meaningful and twice as likely to achieve stronger financial and business outcomes. In addition, AI literacy is a core skill that even workers who do not use the technology every day need to have. Many employers are taking the initiative to directly upskill their workforce through formal training but it's equally important to ask: how can I empower employees to play and experiment with AI? Encouraging experimentation drives innovation and helps employees build trust in the AI as well as confidence in their own ability to navigate a world increasingly defined by it, enhancing feelings of stability. Similarly, leaders need to think about this question: how can you use AI to treat everyone like a high performer? Respondents to Human Capital Trends highlighted that among all workplace practices, performance development is ranked as the second most important area for change following learning and development. By focusing on a worker's individual skills and abilities rather than just their job description, organisations can incentivise growth, learning and innovation. Measuring and rewarding performance based on human and machine outcomes could also help workers share in the rewards of AI. Where practicable, it might make sense for organisations to tie performance outcomes to employee development of AI proficiency, or to evaluate how their AI use is driving better outcomes for the business. Leaders who can answer these key questions have a much higher chance of navigating the tensions between agility and stability, increasing the chances of successfully implementing AI in the long term and gaining a competitive edge. However, a leader's answers will also need to change with time, industry development and further technological advancement. Careful, repeat consideration should be given to these questions as the nature of work continues to change – it will help ensure your organisation is correctly balancing both agility and stability. Amanda Flouch is Human Capital National Lead Partner Deloitte Australia. - Disclaimer This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ('DTTL'), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. Please see to learn more. Copyright © 2025 Deloitte Development LLC. All rights reserved. -
Business Journals
14-05-2025
- Business
- Business Journals
As AI transforms work, revisit your employee value proposition
AI has arrived, and the output can be thrilling: fully realized reports, marketing materials, images, videos, websites, applications, business plans, humanoids and even new drug candidates. The technology has become so good at generating, recognizing and 'reasoning' that organizations are rethinking the future of work. One wonders how to draw the line, if any, between the tasks humans should do and the tasks machines should do. According to Deloitte, leading organizations are embracing AI as a partner in productivity, positioning it as a co-creator of business value. How to effectively and ethically do so is a question that many companies here in the Twin Cities are weighing, and the facet of AI we will examine in this article. We are 'exposed' to AI Minnesota has more than 1.6 million jobs in occupations highly exposed to AI, and more than 75% of the occupations typically requiring a bachelor's degree or higher are in the high-exposure group. Highly exposed jobs tend to have higher educational requirements and higher wages. AI exposure in the seven-county Twin Cities area ranges from genetic counselors, financial examiners and actuaries on the high-exposure end to group fitness instructors and iron workers on the low-exposure end. Public-sector jobs are also part of the conversation as 48% of cities globally will make wide use of traditional AI by 2027, and 87% are currently planning, piloting or using GenAI, according to Deloitte's AI-Powered Cities of the Future report. Exposure to AI can simply mean the job is particularly ripe for transformation, improvement or reimagination — and AI can enhance, rather than replace, human capabilities. When thoughtfully implemented, AI can remove or reduce the time spent on rote tasks and free up capacity for more interesting, engaging, value-add work. Consider how spreadsheets helped bookkeepers enhance their skills in the 1980s, freeing them to do different tasks. AI offers the same opportunity today. These points underscore Deloitte's observation that AI is affecting the employee value proposition, or EVP. The EVP, sometimes called a workforce or human value proposition, according to our 2025 Global Human Capital Trends report, crystallizes the reasons people come to an organization and stay with it. In fact, the convergence of AI and people make the technology's promise inextricable from human potential. In this new paradigm, employees' skills, knowledge and abilities constitute a portion of their value. The other piece is the magic they can make with AI. That includes humans learning from AI and AI learning from humans. The best relationships will collaborate both ways to achieve optimal results. AI's silent impacts The quintessential human-machine collaboration might be something like a 'Digital Doug,' as noted in our Human Capital Trends report. 'Digital Doug' represents a long-time auto industry employee with vast and valuable institutional knowledge who shares his insights with AI before retiring. Once 'Human Doug' retires, 'Digital Doug' continues at the company, safeguarding much of the human employee's knowledge of the job. This convergence suggests that technology could move beyond acting as an enabler, facilitator and teammate and become woven into the very fabric of the workforce, according to our report. Replicating Doug is perhaps an extreme example of what we call the silent impacts of AI on human employees, but you can see why we recommend that business leaders reconsider their organization's EVP. However, for some organizations that have been viewing technology through rose-colored glasses, the silent impacts of AI have not been a priority. As a result, these organizations have tended to overlook or minimize how AI can undermine people's work experiences. Failure to acknowledge and address employees' AI concerns could compromise the human-technology relationship and, in turn, the worker-employer relationship to the detriment of both organizations and their people. Potential silent impacts include: Increased workload. On top of other duties, workers sometimes feel like they need to teach their machines. Harder work. Since AI automates the routine work, the more complex work is what remains, putting a bigger cognitive burden on the employee. Isolation. More time interacting with AI means less interaction with human colleagues. Performance assessment problems. Who or what gets credit for improved results? Stagnation. Early-career workers may have fewer on-the-job learning opportunities due to AI performing high-value tasks. Deloitte found that navigating these dynamics, and incorporating AI with a 'human-first' mindset, will be important to capitalize on AI's potential for both workers and businesses. Redefining EVP work and rewards Designing and redefining roles to incorporate this 'human-first mindset' means thoughtfully reconsidering an organization's EVP. Sixty-nine percent of respondents in the Human Capital Trends survey recognize the importance of reinventing their EVP to reflect increased human-machine collaboration. Yet only 23% have efforts underway, and 6% are making great progress. A priority in developing the EVP will be determining how the rewards of AI are shared with workers. In fact, organizations are almost six times as likely to receive significant financial benefits from AI when their workers personally derive value from it. Sharing rewards could mean a raise for the worker, but it could also mean four-day work weeks, treating every employee like a high-potential asset or offering more challenging assignments and opportunities for development. Importantly, workers will be measured on new scales in the AI era. The proliferation of AI increases the need for organizations to develop human capabilities like collaboration and emotional intelligence. For workers, well-honed human capabilities are more important than ever in terms of employability, making their development an increasingly valuable piece of the EVP. Organizations that prioritize developing human capabilities are nearly twice as likely to have workers who feel their work is meaningful and twice as likely to see better financial and business results, according to our survey. Going forward Revising the value proposition you offer your people will likely be critical for retention, too. Our report notes that more than 70% of managers and workers are more likely to join and stay with an organization if its EVP helps them thrive in an AI-driven world. As you redesign jobs, reimagine organizational design and reconfigure business processes in this time of AI, seek to elevate both human and business outcomes. Your AI investment is counting on it — so are your people, your business and our region. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ('DTTL'), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as 'Deloitte Global') does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the 'Deloitte' name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see to learn more about our global network of member firms.
Forbes
14-05-2025
- Business
- Forbes
Trust Is The New Currency: How Leaders Future-Proof Their Presence
In a turbulent world that constantly disrupts our plans and perceptions, trust has become the new currency of leadership. Trust is a strategy. Leaders who invest in trust build a lasting presence, not just influence. They create the conditions for others to collaborate, contribute, and grow even when the path is unclear. Future-proofing your presence doesn't begin with performance metrics; it starts with how well people feel seen, heard, and respected in your presence. In 2025 and beyond, the leaders who rise will be the ones who know how to command trust and extend it generously. Building and receiving trust starts with recognizing what makes you unique and having the courage to use that power in the service of others. Below are five action-based strategies to future-proof your leadership and build the kind of trust that invites collaboration and resilience, especially in moments of uncertainty. Living a life of deep connection to what it is you're here to do grounds you from the inside out. Gratitude is not just a feeling; it's a daily habit. Start your day by naming one to five things you're deeply thankful for, professionally and personally. As this becomes routine, add more to your list. When leaders ground themselves in purpose and thankfulness, they shift their energy from scarcity to generosity. That shift builds trust. According to Deloitte's 2024 Human Capital Trends Report, 'A human sustainability mindset replaces extractive, transactional thinking about people with a focus on creating greater value for each person connected to the organization. This shift can set the stage for leaders to implement broader actions in support of a human sustainability agenda using trust as the critical glue.' Make time to note what's working, who made it possible, and how it connects to your mission. This sets you up so that when you need to ask for more respect, you do so from a place of abundance, not anger. Understand the measurable impact you've had. Know what you're designing for today and in the future. Make it a monthly habit to track and reflect on your impact: What changed because you showed up? Who's better because of your leadership? Tools like post-coaching surveys, before/after performance reviews, or leadership journals can help quantify impact. When you articulate your value with clarity, not arrogance, you lead from confidence, not performance anxiety. Build a 'leadership portfolio' with key wins, quotes from collaborators, and before/after results. When you're distracted by the events of an average day, this practice will help you get back on track and have faith in your ability to solve the problems that need solving. Make every conversation about the work between 'us.' Communication should feel like a partnership. Instead of leading with answers, lead with curiosity. Ask, 'What do you see?' or 'How do you think this can be better?' Make hard conversations easier by having them regularly. Normalize honest dialogue, especially when the stakes are low. Place the difficult topic at the top of the meeting, not the end. This builds mutual respect and prevents avoidance. In his book, 'The Immeasurable Value of Things, Why the Arts and Artists are Essential to the Future of Work,' Author, Cellist, and Speaker Ben Wolff writes, 'The response is more important than the result. It's easier to focus on a specific outcome, a target that sets the direction. But what lasts is the exchange, conversations, and relationships that can't be measured, only recognized after the fact.' Key Action: In meetings, always ask: 'What will make this more useful to you?' Invite collaboration early. You can only address the elephant in the room when you've cleared that room before. Set clear expectations with your team and partners. Share what mutual respect looks like in action: honoring agreements, acknowledging roles, and valuing each other's time. For example, if your contractor is approached by your client for direct hire, how will they respond? If they've been trained to navigate this, the relationship and respect between all the parties will remain strong. Teach your team how to handle scenarios before they arise. A second example of communicating respect with boundaries is when someone oversteps and offers unsolicited advice on your private story or pain. This is not an opportunity to educate them. It's an opportunity to respect yourself. When you respond out of self-respect, you reestablish the boundary without apology. Jefferson Fisher, author of 'The Next Conversation, Argue Less, Talk More,' shared in a YouTube video that you establish a boundary when it's been crossed by saying, 'The way you just spoke to me is trespassing.' He asserts that, 'Boundaries were not put up to make you more comfortable. The more you understand this, the more assertive you'll be.' Give yourself time between moments to process and transition. Build 90-second to 3-minute buffers between calls or tasks. Use that time to breathe, reflect, or simply sit in silence. End meetings five minutes early when possible. Say: 'Let's give each other the gift of time.' This not only increases presence but also shows deep respect for others' capacity. Make more time to literally breathe. Then look for the invitations that arise for you to practice this more. Those invitations will show up as new ideas, calm for your next meeting, and curiosity with a topic that may have, in the past, provoked anxiety. You are ultimately collecting data on the trust you're building in yourself. Respect isn't requested. It's repeated. True leadership isn't about demanding respect. It's about showing up, again and again, in a way that makes respect natural. It's choosing to communicate clearly, speak courageously, and protect the space where collaboration can thrive.
Hi Dubai
22-04-2025
- General
- Hi Dubai
How Someone Can Love Their Job and Still Want to Quit Every Day
You wake up thinking about your work. You go to bed dreaming about its impact. You believe in what you're doing—maybe even feel grateful to be doing it. And yet, almost every morning, there's that pause. That moment when you stare at the ceiling and think, Do I really have it in me to go through this again? It's a contradiction that's hard to explain, especially when the work feels meaningful. You might be in a role that aligns perfectly with your values, your skills, even your identity. You might enjoy the conversations, thrive on the challenges, and believe in the mission. But still, deep down, something isn't sitting right. It could be the pace that never slows down. Or the way your creativity feels squeezed between meetings and metrics. Maybe you finish your day feeling proud of the results, yet emotionally drained by how you got there. This quiet internal conflict isn't uncommon. In fact, it's becoming one of the defining experiences of modern professionals. According to Gallup's 2024 global workplace report, 62% of workers feel disengaged at work, and yet many of them still report enjoying their actual job tasks. Deloitte's 2024 Human Capital Trends survey echoes this with a surprising insight: nearly half of all passionate employees—those who feel energized by their roles—also report signs of chronic burnout. So while the work might be fulfilling, the way it's packaged, paced, and pushed often isn't. Loving what you do doesn't mean loving where or how you do it. Sometimes you're energized by the problem you're solving, but disconnected from the people solving it with you. Or you're proud of the impact your work has, but quietly resentful of the compromises it takes to get there. You tell yourself it's worth it—because who gets to have a job they actually enjoy? But what if you're loving the job while losing yourself in the process? This is where the disconnect lives: between purpose and pace, passion and pressure. It's easy to romanticize the idea of doing what you love, but that doesn't erase the exhaustion of back-to-back calls, the stress of unclear boundaries, or the quiet dread of Sunday evenings. Sometimes the most exhausting part isn't the task itself—it's the structure around it, the expectations you're constantly managing, and the version of yourself you have to perform just to stay afloat. So no, you're not broken for wanting out of something you still believe in. You're simply noticing the emotional cost of staying. The question isn't always, Do I still love this work? It's often more complicated, I love it enough to keep sacrificing this much of myself for it? In the sections ahead, we'll explore why this paradox exists, how it's shaping our professional lives in 2025, and what it really means to outgrow a role that once felt like everything you wanted. Because sometimes, the hardest truth to accept is this: you can love your job and still know it's time to go. Reasons Why People Love Their Jobs and Still Want to Leave 1. The Job Is Great—The System Isn't You might be passionate about your craft—whether it's designing, teaching, coding, or caregiving—but find yourself disillusioned by the corporate structure surrounding it. The emotional labor involved in navigating endless meetings, key performance indicators (KPIs), and performance reviews can be draining. Micromanagement and outdated hierarchies further exacerbate this dissatisfaction. A Gallup study identified five key work experiences that significantly contribute to burnout: unfair treatment at work, unmanageable workload, unclear communication from managers, lack of manager support, and unreasonable time pressure. Even when employees are engaged and passionate, these systemic issues can lead to burnout. 2. Mental Fatigue Without Mental Stimulation Repetitive tasks, even in roles that are inherently creative or impactful, can lead to mental fatigue. When the work becomes routine and lacks opportunities for intellectual growth or creative autonomy, it can feel stifling. Gallup's research shows that engaged employees are less likely than their less engaged coworkers to report feeling stressed. However, without opportunities for growth and stimulation, even engaged employees can experience burnout. 3. Misalignment Between Work and Life Inability to switch off from work can lead to emotional spillover into personal life. Professions that demand constant emotional availability, such as caregiving, teaching, or therapy, are particularly susceptible. According to Deloitte's 2024 Global Human Capital Trends report, about a third of respondents say that their job and their work/life balance contribute significantly to their stress levels. This misalignment can make even the most fulfilling jobs feel overwhelming. 4. Reward Doesn't Match the Effort When salary, benefits, and recognition don't align with the emotional or intellectual investment required by the job, it leads to what can be termed the 'compensation contradiction.' The notion that doing what you love should suffice as its own reward is flawed. Gallup's research indicates that 76% of employees experience burnout at least sometimes, highlighting that passion alone doesn't prevent burnout. Without adequate compensation and recognition, even passionate employees may feel undervalued. 5. Isolation and Cultural Disconnect Feeling disconnected from coworkers, despite shared goals, can lead to a sense of isolation. Workplaces that don't genuinely embrace diversity and inclusion can exacerbate this feeling, especially among underrepresented communities. Deloitte's research reveals that 60% of workers surveyed reported feeling the need to cover aspects of their identity at work, leading to emotional exhaustion. Such cultural disconnects can make employees feel they don't truly belong, prompting them to consider leaving. Systemic issues, lack of stimulation, work-life imbalance, inadequate compensation, and cultural disconnects can all contribute to the desire to leave, even when the work itself is deeply satisfying. Psychological Tug-of-War: Why We Stay 1. Cognitive Dissonance and the Sunk Cost Fallacy Cognitive dissonance arises when individuals hold conflicting beliefs or attitudes, leading to psychological discomfort. In the workplace, this often manifests when employees recognize that their job no longer aligns with their personal values or goals, yet they continue due to previous investments of time, effort, or resources. This behavior is closely linked to the sunk cost fallacy, where individuals persist in an endeavor because of past investments, even when future prospects are bleak. For instance, an employee might remain in a role that no longer offers growth opportunities simply because they've dedicated years to the company. Research indicates that high levels of cognitive dissonance can amplify the sunk cost effect, making it more challenging to make rational decisions about leaving unfavorable situations. 2. Attachment to Professional Identity Our professions often become integral to our identities. Phrases like "I'm a teacher" or "I'm a software engineer" reflect how deeply intertwined our jobs are with our sense of self. This attachment can make the idea of leaving a role feel like losing a part of oneself. The fear of identity loss can be so profound that individuals may choose to stay in roles that no longer serve them, simply to maintain a consistent self-concept. This phenomenon is particularly evident during career transitions, where the uncertainty of a new identity can be daunting. 3. Fear of Losing Community, Structure, and Purpose Beyond the tasks and responsibilities, jobs provide a sense of community, routine, and purpose. Colleagues become friends, daily routines offer structure, and work goals give a sense of direction. Leaving a job can mean disrupting these elements, leading to feelings of isolation and aimlessness. The concept of "job embeddedness" explains how individuals become enmeshed in their work environments through connections, fit, and perceived sacrifices of leaving. These ties can make the prospect of leaving feel like dismantling a significant part of one's life. The Rise of 'Soft Quitting' and Career Pivots Soft Quitting: Present in Body, Absent in Spirit In today's workplace, a growing number of employees are engaging in what's termed "soft quitting." This phenomenon involves individuals remaining in their roles, fulfilling their basic responsibilities, but emotionally disengaging from their work. They no longer go above and beyond, often due to feelings of burnout, lack of recognition, or misalignment with company values. Gallup's research indicates that many of these "soft quitters" fit the profile of being "not engaged" at work, performing the minimum required while being psychologically detached from their roles. This state of disengagement can lead to decreased productivity and a sense of dissatisfaction, both for the employee and the organization. Quiet Career Shifts: Navigating Change Subtly In response to the challenges of soft quitting, many professionals are opting for quiet career shifts. These transitions can take various forms: Internal Moves : Seeking new roles within the same organization that better align with personal goals or values. : Seeking new roles within the same organization that better align with personal goals or values. Sabbaticals : Taking extended breaks to recharge, reflect, or pursue personal interests. : Taking extended breaks to recharge, reflect, or pursue personal interests. Industry Changes: Transitioning to different sectors that offer more fulfilling opportunities or better work-life balance. These subtle shifts allow individuals to realign their careers without the upheaval of a complete job change, providing a pathway to renewed engagement and satisfaction. The Surge in Freelancing and Gig Work The post-2020 era has witnessed a significant rise in freelancing and gig work, driven by the desire for flexibility, autonomy, and better work-life integration. Upwork's 2023 Freelance Forward report highlights that 38% of the American workforce, totaling 64 million professionals, engaged in freelance work. This shift is not limited to the U.S.; globally, the online gig economy accounts for up to 12% of the labor force. A notable trend is the migration of experienced professionals from traditional full-time roles to freelancing. Many of these individuals cite burnout and the lack of flexibility in corporate environments as primary motivators for the switch. Freelancing offers them the opportunity to regain control over their schedules, choose projects that align with their passions, and achieve a more balanced lifestyle. The rise of soft quitting and the shift towards freelancing underscore a broader transformation in the workforce. Employees are increasingly prioritizing personal well-being, autonomy, and meaningful work over traditional employment structures. Organizations that recognize and adapt to these changing priorities will be better positioned to attract and retain top talent in this evolving landscape. How Companies Can Help (But Often Don't) In the quest to promote workplace well-being, organizations often default to surface-level perks—think free snacks, game rooms, or casual Fridays. While these benefits can enhance the work environment, they don't address the core elements that contribute to employee satisfaction and mental health. To genuinely support their workforce, companies need to delve deeper into the structural and cultural aspects of their operations. Purpose Clarity Employees derive motivation and satisfaction from understanding how their roles contribute to the organization's overarching goals. When there's a clear connection between daily tasks and the company's mission, employees are more likely to feel engaged and valued. Conversely, ambiguity in role expectations or organizational objectives can lead to confusion and disengagement. Work-Life Autonomy The ability to manage one's work schedule and environment is crucial for mental well-being. Rigid work structures that don't accommodate personal needs can lead to stress and burnout. Offering flexible work arrangements, such as remote work options or flexible hours, empowers employees to balance their professional and personal lives effectively. Transparent Feedback Loops Open and honest communication between employees and management fosters trust and continuous improvement. Regular feedback sessions, where employees can voice concerns and receive constructive input, contribute to a culture of mutual respect and growth. Without these channels, employees may feel unheard and undervalued, leading to disengagement. While perks can enhance the workplace atmosphere, they shouldn't replace fundamental practices that address employees' core needs. By focusing on purpose clarity, work-life autonomy, and transparent communication, companies can create environments where employees not only thrive professionally but also maintain their mental well-being. What to Do If You're in This Situation Before making any major move, give yourself the space to reflect honestly and without judgment. Ask yourself: Is it the job I love, or the version of it I once imagined? Are you ending most days with a sense of quiet accomplishment or quiet exhaustion? And perhaps most importantly: What are you compromising mentally, emotionally, even physically just to stay? These questions can help you separate momentary frustrations from deeper, persistent misalignment. Consider a Sabbatical Sometimes clarity comes from stepping away. A short-term break or unpaid sabbatical can offer the mental distance needed to evaluate your relationship with work. Companies that support this time off, especially those that promote mental wellness, often report higher retention and employee loyalty afterward. Even a well-planned month off can shift your perspective from survival mode to long-term vision. Explore Internal Role Changes You don't always have to leave the organization to find your fit. Internal transitions whether it's moving to a different team, adjusting responsibilities, or even redefining your current role can provide a fresh sense of purpose. A candid conversation with a supportive manager might lead to an opportunity that reignites your energy, without requiring a full exit. Seek Career Coaching or Therapy When your thoughts are tangled, a professional perspective can help untangle them. Career coaches help identify your strengths, values, and blind spots, while therapists can help process the emotional weight of work-related stress. Together or separately, both tools help you move from emotional fog to actionable clarity, especially when your identity feels deeply tied to your job. Test the Waters with Freelancing Dipping into freelance work while still employed is a low-risk way to explore what's out there. It can be a reminder of the skills you have, the variety of work that exists, and the flexibility that many traditional roles lack. Even one or two small projects can offer a confidence boost, help build a secondary income stream, and open doors you hadn't considered before. Leaving isn't always an escape. Sometimes, it's a way back to yourself, your creativity, your calm. It's not disloyalty to your job. It's loyalty to your growth. Loving your job doesn't always mean it's loving you back in the way you need. Sometimes, the very roles that once energized us begin to feel constraining, not because we've lost our passion, but because we've evolved. As Sarah Jaffe articulates in her book Work Won't Love You Back , the modern workplace often exploits our devotion, leading us to believe that passion should be its own reward, even at the expense of our well-being. It's essential to recognize that outgrowing a role isn't a failure; it's a natural progression. As Gianpiero Petriglieri notes in the Harvard Business Review , leaving a job you love can be an act of growth, allowing you to seek new challenges that align more closely with your evolving self. In the end, walking away isn't about abandoning your passion; it's about honoring it. It's about seeking environments where your work is not only valued but also supports your growth and well-being. Because sometimes, stepping away is how you learn to love your work again, on your terms. Also read: Business vs. Freelance in Dubai: Which Path to Choose in a Challenging Job Market? This article explores the options of venturing into freelance or leaping into entrepreneurship, providing insights to help you navigate Dubai's budding economy and make an informed decision about your professional future. How to Master Content Creation Through Consistency Let's explore why consistency is key in content creation. We'll look at the advantages it brings, offer practical tips for staying consistent, and discuss how to gauge the impact of your efforts.
