What's the point? The flip side of the story is we as human nature are designed to excel. We are designed to do better from what we did yesterday. We are designed to be a better version of ourselves each day and that requires extra work over and above what we have signed up for or agreed up for at the workplace. So these are two different schools of thoughts
Deborah Pardes
@DBPardes · 4:05
The zeitgeist here is interesting. The quiet quitting conversation that Adam started a few days ago, maybe even yesterday, has gotten quite lively. And I never even heard the phrase until of his Swellcast. So I'm so happy you're covering it in your swellcast and your podcast. I had a really interesting, I guess about ten years doing consulting as a facilitator for employee engagement at large companies. We would do two and three day retreats where we would dig into communication bias, managerial ups and downs
Swell Team
@Swell · 0:15
I don't know if you've noticed, but there was a time where I felt very challenged and excited and motivated to continue to do things beyond the scope of what I am paid to do currently. But right now I'm only doing what you need me to do and that's not going to change as far as me under performing, but I don't feel the desire or see the desire to continue to rise above the expectations here
Aayan Banerjee
@BasTalk · 4:25
The frustration is long lasting and the mental burnout is almost devastating. And therefore on one hand there is excellence which you know the creme de la creme that filters up because if you have to get a job where 1500 other people are behind you and you land that job the odds of you being a mediocre person and sustaining that job are less, let's put it that way
Aayan Banerjee
@BasTalk · 4:53
And so they ask the top performer to go over and beyond so that the team numbers and eventually his or her own numbers don't fall down. These kind of situations are very prevalent and not an exception. And so in such cases there's this constant battle between the management and the employee. There is frustration and friction where one cancels the other one out or tries to outwit the other person in one way or the other. So that seems to be there is no right or wrong to this right
Hi Ian. Ah, thank you for responding to my feedback at what you said about sales quotas. Actually resonates very well with me because in my previous life kind of enterprise software was the startup we built sold enterprise software and then required by a bigger company, which was a public company that required which had much more stringent quarterly goals and quarterly targets to meet
Sudha Varadarajan
@sudha · 3:28
And then there have been people who just spend all their day in the office and nights but don't really get much done. So I think it's not a factor of time, it's really a factor of have you gone over and beyond what is asked of you in your job? And I think that's what you're trying to say
Aayan Banerjee
@BasTalk · 4:49
Organizations struggle to have a uniform cultural approach and that's a human nature because no two people are the same, they don't adopt the same message in the same way. So I don't think there will ever be a situation where we'll get to a perfect what we thought and what we are doing. But I think there has to be a threshold as well, which is what I see missing in many organizations and organizational cultures
Sneha Malathi
@NEHAInsight007 · 1:21
Hi, Ann. I really like your speech and story. It's kind of exciting and interesting. So coming back to the discussion about working card or just staying with the work you are alerted for I see this when you're at the carrier starting point, you have to stretch and struggle to get things done, to practice yourself
Sreeja V
@Wordsmith · 3:21
I am still an old school believer in that people leave people and not jobs. I have personally, you know, through my career founded it very difficult to leave because I've been ventured by some phenomenal leaders and it was due to motherhood and that I had to take a sabbatical and so on and so forth. So I have also felt that there are two primary things that one looks for right from work. One is growth and the second is the feeling of being valued
Aayan Banerjee
@BasTalk · 1:34
Thank you. Wordsmith I think make some valid points and suggestions. I don't disagree. I do often think that is it a company's prerogative of at all times to keep the employee entertained? Is it always the company or the manager who needs to think about how to keep you, as an employee excited somewhere?
Aayan Banerjee
@BasTalk · 3:05
Conversely, it gets more tougher. So that's one fact. The second part is, and this is just more of out of an experience having a team to run at the five year mark is a bit premature, I think. In my view, some people are just natural and they are leaders, and that's fine. But a proper team management majority creeps in a little later in the career cycle