Latest news with #quietquitting
News.com.au
3 days ago
- Business
- News.com.au
New Gen Z work trip trend that would make Boomer's heads explode
Since Gen Zers started entering the workforce we have seen a rise of a multitude of different work trends, all focused around not letting work take of your life. It started with quiet quitting and bare minimum Mondays, before moving onto coffee badging and acting your wage. Now, the youngest working generation are taking things a step further. Rather than just focusing on work-life balance, they are now looking for ways their work can benefit them during their personal time. They are capitalising on perks like fully paid work trips by having their partner, a friend or even a family member tag along. It seems the younger generations have less reservations about mixing business and leisure, with the new trend fittingly dubbed 'bleisure' or 'blended travel'. And they aren't shy about sharing it either, with a rise in young people sharing their bleisure travel online. 'POV you take your bestie on all your work trips,' one TikToker wrote on a video. 'You hire me, you hire her.' Another showed a clip of her and her mum walking hand-in-hand, writing 'Normalise taking your mum on work trips.' Another video read: 'When your bf brings you on a work trip to NYC but he has to work all day while you enjoy the fancy hotel and explore the city.' While having a plus one tag along on a work trip isn't inherently problematic, it is the way some people are going about it that is causing controversy. A YouGov survey of 12,000 people commissioned by the Crowne Plaza hotel chain revealed that 74 per cent of employees would invite a family member or friend on a work trip, according to Business Insider. Shockingly, one in five admitted they had already done so and didn't tell their employer. It is the secrecy aspect that is the real issue with this new trend, according to recruitment specialist and author of Earning Power, Roxanne Calder. 'It's not the act of bringing someone that signals immaturity; it's doing it without transparency,' she told 'If your job funds the hotel room, there's a basic social contract in place.' Ms Calder said breaching this contract raises ethical questions and is not a good look professionally. 'Not telling your boss isn't clever; it's a failure to understand the power of trust in professional environments. And maybe the fact it is conducted in secrecy signals you might also sense it might boarder on being unprofessional,' she said. The act of bringing a plus one on a work trip isn't a new thing in and of itself, with Ms Calder saying what's new is the 'lack of shame about it'. Previous generations may have still done it, but it was done quietly and possibly with some guilt or awareness that they were bending the rules. 'Only in a generation raised to believe that every moment of their lives deserves to be shared, and preferably reimbursed, would this be considered a trend,' Ms Calder said. 'That shift isn't just cultural, it's psychological. Gen Z is the first generation raised to optimise experience as much as achievement. 'They don't view a career as a ladder, but as a landscape. And in that landscape, if you're travelling for work, why shouldn't joy come too?' HR specialist and founder of Corporate Dojo, Karen Gately, agreed that there has been a definite shift, with young professionals being more open about blending work and personal life. While the behaviour itself isn't unique to any generation, Gen Z are more comfortable challenging traditional boundaries. However, Ms Gately warned sneaking your bestie onto a work trip isn't without its risks, saying it could very easily lead to a breach of trust between you and your boss. 'If your employer finds out you've concealed this, it can damage your professional reputation and relationship with your boss,' she told A plus one could also prove to be a distraction from the main reason for the trip, which is to work. 'Even unintentionally, splitting your focus between work and personal time can impact your effectiveness,' she said. 'If you're disciplined enough to be focused on work when you're meant to be working, it can be OK. But if having your partner or friend with you is likely to distract you from achieving the outcomes you need to, it's not a good idea.' There are also insurance implications that need to be considered, with Ms Gately pointing out if your travel companion is injured or causes an issue it could complicate liability and insurance coverage. While for many, this trend may just be seen as a fun way of getting the most of your work life, Ms Calder said it also speaks to something larger. While the rise of hybrid and remote work has allowed employees previously unheard of flexibility, it also means workers are now more accessible than ever. Most people have access to work emails on their phones, making it easy to slip into the habit of responding out of hours. Is there a small 10 minute task that needs to be done over the weekend? Well you might as well log on at home and get it out of the way. Ms Calder said it is this type of overlap into people's personal lives that is driving young people to ask: 'If work shows up in my personal life uninvited, can my personal life show up in my work life by design?' 'Employers who treat this purely as a compliance issue will miss the point. And employees who treat it as a loophole to exploit miss the longer game: trust, maturity, and self-awareness will always outperform hustle masked as rebellion,' she said. In the end, the recruitment expert said it is not about whether we should ban or endorse blended travel. 'It is about having an honest conversation about boundaries, trust, and what professionalism means in a world where the personal and professional are increasingly entangled,' she said.
Fast Company
6 days ago
- Business
- Fast Company
Forget quiet quitting: I'm using ‘loud living' to redefine workplace boundaries
In my twenties, I was the kind of employee managers loved and therapists worried about. I worked late without being asked. I answered emails during vacation and treated 11 p.m. messages like asteroid-headed-for-Earth emergencies. My identity was stitched to my output, and I wore burnout like a badge of honor. Somewhere along the way, many of us signed this invisible contract stating that success demands sacrifice. For us, time, health, and relationships were all fair game in the pursuit of professional validation. But now, more people are realizing it's a contract they want to break: According to Gallup's most recent global report, employee engagement is down two percentage points to just 21%, and manager engagement saw an even more dramatic drop. An alternative to quiet quitting For me, becoming a parent made me realize that 'powering through' was not just hard, but unsustainable. My time was no longer mine to give away so freely. I started making small changes like declining late meetings, muting notifications after 6 p.m., and blocking Friday afternoons for deep work so I could log off fully over the weekend. Each change felt like a micro-rebellion against my internalized idea of what defines a great professional. Subscribe to the Daily newsletter. Fast Company's trending stories delivered to you every day Privacy Policy | Fast Company Newsletters Many employees today just make these shifts subtly—somewhere between 20% and 40% of the workforce are quiet quitters, according to data from McKinsey and the Understanding Society—and part of me was tempted to just pull back quietly, too. Instead, I decided to swing the other way. I got louder about what I needed. I told colleagues when I was logging off, and then actually logged off. I pushed back on two-day timelines and offered alternatives that protected both the quality of my work and my sanity. Most importantly, I stopped padding my newly found boundaries with apologies. This approach—what I've come to call loud living—isn't about doing less. It's about showing up better, with focus and clarity. It isn't about less ambition, but ambition that doesn't cost you everything else. Here's how anyone can move from burnout-fueled achievement to sustainable success, without even having to be quiet about it. 1. Redefine Success for Yourself First Traditional success metrics like promotions, title bumps, and glowing performance reviews are easy to chase because they're visible and externally validating. But I realized that those wins don't mean a lot if they come with a side of chronic exhaustion and missing important things in my personal life. I started redefining success on my own terms: Did I get the important work done and make it to storytime? Did I show up fully without sacrificing my health, sleep, or relationships? Measuring success this way didn't make me less ambitious—it made me more intentional. And it gave me a reason to protect my time as fiercely as I used to chase someone else's version of achievement. 2. Tag Your Calendar Transparently I used to write 'busy' as a default time block, thinking it made me look like I wasn't slacking but having things other than my 'job responsibilities' on my calendar. But 'busy' doesn't communicate priorities. Swapping it for things like 'deep work,' 'school pickup,' or 'thinking time' not only made my day more manageable, but gave colleagues insight into how I work best. It signaled that all time—not just meetings—is valuable, and that caregiving or creative work deserve just as much space as Zoom calls. Transparency in your calendar builds trust. And when people see you respecting your own time, they're more likely to respect it, too. advertisement 3. Clearly Communicate Personal Nonnegotiables It still feels moderately uncomfortable telling my team, 'I'm not available before 9 a.m. because that's school drop-off.' I expected eye rolls or assumptions that I was less committed. Naming nonnegotiables doesn't mean you're rigid. It means you're clear on what keeps you grounded, and you're modeling a healthier way to mesh life and work without hiding behind vague time blocks and secret stress. 4. Put Up Your OOO Message, Even If You're Not on Vacation Out of office replies used to feel like something reserved for work travel and time off. But I think we can all agree that life doesn't wait for vacation. When I started using OOO messages for moments like caring for a sick kid and going offline to reset, I noticed something powerful: people responded with understanding, not judgment. By expanding what's worthy of an OOO message, we start the process to normalize that time away is not always tied to beaches and life milestones like weddings. Sometimes it's about boundaries, bandwidth, and being human. 5. Ask Your Team (and Yourself) the Tough Questions Work–life alignment starts with curiosity, not just policies. What does someone really need to feel present at work and at home? What's the thing they never want to miss, or the time of day when they're truly in flow? These aren't just nice-to-know details, but critical inputs to help teams collaborate effectively and do their best work. By asking these questions not just as a manager, but as a teammate, and answering them for ourselves we start treating each person as a whole human, not just a job title. This kind of clarity reduces burnout, builds empathy, and makes it easier to plan work that honors priorities and the people. Normalize having honest conversations around personal priorities and boundaries. Managers and teammates alike can ask: What are your personal nonnegotiables? What time of day do you work best? What's one thing you want to protect weekly? What do you never want to miss? 6. Practice Saying No Without Apologizing If you were raised in hustle culture, saying 'no' can feel like a big ol' failure or make you seem weak. For years, I padded every boundary with 'I'm so sorry' followed by justifications. But over time, I realized that being clear about my limits wasn't disrespectful. It was actually responsible, both for myself and my team. Saying, 'I can't take this on right now, but here's when I can revisit based on what's on my plate,' is honest and professional. The Boundary-Filled Future of Work Work–life balance may not be a universal reality. But work–life alignment—a career that adapts to your life, not erases it—is worth building toward. Is this realistic for everyone? Not always. Some roles require reactivity, and others rely on client schedules, shift work, or global time zones. But even in those cases, we can normalize transparency over perfection. Being clear about bandwidth, boundaries, and priorities helps teams operate more effectively and with more empathy. And, we could all use a bit more empathy. Parents and non-parents alike. We need to start treating boundaries as a performance tool, not a privilege.
Forbes
22-05-2025
- Business
- Forbes
Why You Should Care About Sticky Content Rather Than What Goes Viral
Why You Should Care About Sticky Content Rather Than What Goes Viral If something goes viral, people must be sharing it, right? Viral content is the kind that spreads quickly and gets picked up across platforms, usually because it taps into something people feel strongly about. But I've noticed that some of the most widely viewed content doesn't end up being shared in meaningful ways. That's when I started thinking about the influence of sticky content. In the traditional sense, sticky content refers to material that keeps people engaged or brings them back to it repeatedly, often used in marketing to describe content that holds attention. It gets passed along because it gives people something they want to bring into a conversation, a team meeting, or a coaching session. Sticky content is what people forward to a colleague or bring up later because it stayed with them. I see this almost daily. Someone will tag me in a LinkedIn post or send a note saying they used something I wrote in a leadership session. What stands out is that the content they mention isn't usually what had the biggest traffic on my Forbes column. It's the article that helped them think differently or explain something at work. What Makes Sticky Content Stand Out From Viral Content Viral content touches a nerve in a moment of urgency or confusion. Quiet quitting is a good example. That phrase, along with low engagement, is a constant issue that organizations must deal with and will draw attention because it touches on emotion and gets people to click. Sticky content is different. It keeps showing up in conversation because people want to come back to it. I think of it as more evergreen but timely, as it touches a current situation as well. It gives them language they can use, ideas they can apply, or questions they can explore with others. I've started to pay closer attention to how things are shared because I want to ensure useful content. What Sticky Content Reveals About Workplace Culture When content gets shared inside an organization, it tells you something important. It reflects what people care about and what they want others to understand. Sticky content often shows up in leadership development programs, in emails between coworkers, or in the middle of a discussion when someone says, 'This reminded me of something I recently read.' For HR professionals, that kind of sharing is worth watching. It shows where people are focusing their energy. It reflects the tools and messages they're using to solve problems, coach others, and build better relationships at work. Why Sticky Content Shapes How People Work Sticky content shows up in the habits people build. It becomes part of how they approach conversations, lead meetings, or make decisions. I've seen this happen with my articles about time management, trust, emotional intelligence, and curiosity. These topics may seem simple, but they are foundational to how teams operate. When something is shared more than once, it becomes part of the culture. It gets used to reinforce values, clarify expectations, or improve how people interact. Sticky content supports that kind of ongoing learning and reflection. How Sticky Content Supports Long-Term Change Sticky content is one of the most reliable signs that something is working. When content gets shared across departments or shows up in different parts of the organization over time, it's helping to shape how people think and lead. This is especially important in HR, where trust and consistency are key. Content that is passed along from one person to another creates shared understanding. It helps teams align without needing a formal presentation or a big push. It supports culture from the inside out. Why Sticky Content Deserves More Attention When you're tracking the impact of your messaging, your programs, or your leadership approach, it helps to look at what gets mentioned more than once. Sticky content gives you insight into what's making a difference. It's the article someone brings up during a feedback session or forwards after a difficult meeting. It becomes a quiet but steady part of how people work together. Watching for sticky content can help you fine-tune your approach. It shows you where people are looking for clarity, what they're holding onto, and how they're trying to improve. These moments add up. Examples Of My Stickiest Content Articles Some articles I've written continue to show up in conversations, leadership sessions, and internal communications long after they're published. These are the ones people reference in meetings, share with teams, or return to as part of ongoing discussions about work. Below is a partial list of the articles that have become some of my stickiest content: These articles, along with many others, are the ones I see shared the most on social media sites and seem to resonate most. The Bottom Line About Sticky Content Sticky content stays relevant because people keep finding value in it. They don't just read it. They use it. It becomes part of how they communicate, solve problems, and support others. That kind of content shapes how teams grow. If you care about lasting impact, creating sticky content is where the value is.
Forbes
14-05-2025
- Business
- Forbes
5 Signs Of Bad Leadership And How To Rise Above It
According to recent studies, as many as 82% of American workers are willing to quit their jobs because of bad leadership. When employees work under ineffective leaders, they're more likely to disengage from their work, a phenomenon known as "quiet quitting." They may physically remain at their desks, but mentally, they've checked out. The financial impact is significant: increased recruitment costs, reduced profitability, and difficulty attracting talent in our connected world where reputation spreads rapidly. To help you identify and address bad leadership, I've compiled a list of the five most damaging behaviors and how to respond effectively to each one. A lack of communication skills is the most obvious sign of bad leadership. Poor communicators fail to articulate expectations, withhold critical information, and, most importantly, don't listen to their team members. When leaders communicate inconsistently or go "radio silent," they create uncertainty and anxiety, leaving employees questioning their standing and disconnected from organizational goals. A leader who doesn't listen sends a clear message that employee input isn't valued, preventing the organization from benefiting from collective intelligence while leaving team members feeling undervalued and disengaged. How to respond: If you're dealing with a poor communicator: If you recognize poor communication tendencies in yourself as a leader: Micromanagers create stifling work environments by exerting excessive control over every decision and process. Employees find themselves unable to exercise autonomy or creativity, resulting in a team that feels untrusted and undervalued. Beyond the immediate impact on morale, this style of bad leadership has serious long-term consequences: How to respond: If you're being micromanaged: If you recognize micromanagement tendencies in yourself as a leader: Managers who avoid accountability create toxic workplace cultures. These leaders display several problematic behaviors: This bad leadership behavior erodes trust throughout the organization. When employees see leaders avoiding responsibility, they learn that accountability isn't valued, and may begin to adopt similar behaviors themselves. The result is a culture where mistakes are hidden and problems persist because no one takes ownership. How to respond: If you're dealing with an unaccountable leader: If you recognize accountability issues in your own leadership: In today's business world, resistance to change is an example of bad leadership. Managers who fear change or growth often display these characteristics: Teams led by change-resistant leaders become complacent and risk-averse. They lose their competitive edge as more agile competitors adapt to market shifts and technological advancements that they ignore. How to respond: If you're dealing with a change-resistant leader: If you recognize resistance to change in yourself as a leader: Leaders who can't understand and respond to the emotions, needs, and perspectives of others create environments where people don't feel valued as human beings. This style of bad leadership shows up in various ways: dismissing employee concerns, failing to consider how decisions affect team members, being unable to read the emotional temperature of a room, showing little interest in employees' lives outside work, and making decisions based solely on metrics without considering human impact. Without empathy, leaders struggle to build genuine connections with their teams. They miss important cues about employee well-being and engagement. They make decisions that, while technically sound, fail to account for the human element of work, leading to resistance, resentment, and eventually, resignation. How to respond: If you're dealing with an empathy-deficient leader: If you recognize empathy deficits in your own leadership approach: If you're dealing with bad leadership on a daily basis, remember that you aren't powerless, even in difficult situations. Set clear boundaries, seek support from trusted colleagues or mentors, and focus on what you can control within your role. If you recognize these negative qualities in your own leadership style, embrace this as an opportunity for growth. Leadership is a privilege and a responsibility—one that directly impacts the lives and livelihoods of others. By committing to continuous improvement and remaining open to feedback, you can build a leadership legacy of positive impact where people don't just survive but truly thrive under your guidance.
South China Morning Post
07-05-2025
- Business
- South China Morning Post
Survey finds 45% of Japan's workers are ‘quiet quitting' in challenge to overwork culture
A growing share of Japan 's full-time workforce is engaging in 'quiet quitting' – doing just enough to get by without striving for promotions or recognition – according to a new survey, reflecting a subtle yet significant shift away from the country's deeply rooted culture of overwork. Advertisement The study by Japanese job-matching firm Mynavi, which polled 3,000 workers aged 20 to 59, found that 45 per cent identified as quiet quitters. 'We can see that 'quiet quitting' is becoming the new norm,' Akari Asahina, a researcher at the Mynavi Career Research Lab, told The Japan Times. The term, popularised on TikTok in the US in 2022, refers to employees who meet the basic expectations of their job but avoid taking on extra responsibilities or pursuing advancement. In Japan, more than 70 per cent of those who identified as quiet quitters said they intended to continue the practice, according to Mynavi's survey results released last month. Advertisement About 60 per cent said they were satisfied with the outcome, including more time for personal pursuits during and outside work hours.
