After an impassioned plea to stop using the term ‘quiet quitting’ in a previous edition of this newsletter, hopes that the phrase would fade from the lexicon have been in vain. For better or for worse, the terminology has persistent staying power, and continues to spark conversation in the leadership space.

One thoughtful addition to the ongoing conversation is this post by Jim Detert in MITSloan Management Review. Detert observes that, in the pandemic era, millions discovered “that what they were getting out of work—be it their financial compensation or a sense of control or respect—didn’t match what they were putting in.” In short, some employees realized they were “giving more than they were getting,” and may have scaled back their efforts commensurate to expectations and rewards. He argues “quitting” is a “derogatory, adversarial” way to describe the behavior of what he calls “calibrated contributors—employees who are rationally matching their effort to what they get in return.” The reframe doesn’t deride or imply a moral failing, but rather acknowledges “calibrated contributors” as people “trying to enact their views of fairness,” while continuing to perform their jobs. Get the full story here.

• For more on this, explore this Fast Company piece on “quiet promoting” and check out our August, 2022 newsletter which includes a deeper dive on “quiet quitting.”
• Read in Gallup why employee engagement needs a rebound in 2023.

Reimagining the Corporate Cafeteria

“As the American office emerges from its pandemic slumber, can the cafeteria survive layoffs, a workweek that sometimes requires only a few days in the mother ship and a new, more demanding generation of employees?,” asks Kim Severson in this New York Times article on the state of the company meal.

Although one expert warns that, “the traditional big cafeteria is dead,” the reality remains that office workers still need to eat, and “eating together fosters interaction.” So, “companies are blowing up the cafeteria,” in favor of more creative ways to attract young talent, including redesigning corporate dining offerings around “respite and recreation,” and upgrading meal programming with perks like “cocktail bars,” “sunset oyster-shucking parties,” and perhaps most creatively, “restaurants that function like subsidized corporate cafeterias but are open to the public.”

While some of these modern initiatives may seem frivolous, experts say it’s wise to participate in the cafeteria’s evolution: “Smart leaders know that informal interaction can keep corporate culture from eroding as remote work persists, and may be the main purpose for coming to the office in the future,” and food has become “an important recruitment and retention tool” in the new hybrid work milieu. Get the full story here. (This article may appear behind a paywall.)

The Cost of Layoffs

Why have there been so many layoffs recently despite a strong job market and a growing economy? In this Stanford Graduate School of Business piece, Professor Jeffrey Pfeffer says the layoffs are “copycat behavior,” that amounts to a “social contagion,” wherein “behavior spreads through a network,” whether or not it is wise or beneficial: “Layoffs are the result of imitative behavior and are not particularly evidence-based.”

The trend of layoffs worries Pfeffer who says, “layoffs don’t work to improve company performance,” and academic studies show that “workplace reductions don’t do much for paring costs.” In fact, larger companies participating in the social contagion of layoffs may actually be incurring added costs, rather than accruing savings: “Severance packages cost money, layoffs increase unemployment insurance rates, and cuts reduce workplace morale and productivity as remaining employees are left wondering, ‘Could I be fired too?'” Ultimately, while there are exceptions, Pfeffer says that usually, “layoffs are basically a bad decision,” and “do not solve what is often the underlying problem, which is an ineffective strategy, a loss of market share, or too little revenue.” And, he warns, “layoffs increase mortality by 15-20% over the following 20 years,” and “increase the odds of suicide by two and a half times.” In the wake of the pandemic, he says, “we ought to place a higher priority on human life.” Get the full story here.

Insights & Resources from ConantLeadership

‘A New World of Work Requires a New Way to Lead’—Stephen M.R. Covey, McKinlee Covey, and Doug Conant on Leadership in 2023

In this recent blog, 3 top leadership experts explain why leaders in the new world of work must evolve from a “command and control” model to a “trust and inspire” approach.

‘Change Comes from the Top’—James D. White, Krista White, and Doug Conant on Building Inclusive Cultures

In this recent blog, learn from the authors of the book, Anti-Racist Leadership why “inclusiveness isn’t simply nice to have; not being inclusive will lead to failure.

Doug Conant on The Business Builders Show with Marty Wolff

In this new podcast interview, learn how important it is to be intentional on your leadership journey, especially as you navigate a VUCA (volatile, uncertain, complex, and ambiguous) world.

November’s Leadership That Works Newsletter

In our final newsletter of 2022: Don’t call them ‘soft skills,’ how to ‘invite’ people back to the office, the power of a ‘clearness committee,’ understanding ‘burnout,’ and more.

About the Author: Amy Federman is ConantLeadership’s Director of Content and Editor in Chief, and co-author with Doug Conant of the WSJ bestseller, The Blueprint.

(Cover photo by Giorgio Manenti on Unsplash)