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When the term quiet quitting is applied to employees whose efforts don't exceed what's in their job descriptions, it fails to recognize the current reality of real wages that have significantly decreased over the past 50 years while executive pay has skyrocketed. The author argues that quiet quitting should be replaced with a different label calibrated contributing that reflects an employee's rational choice to do the work they're paid for rather than go above and beyond unrewarded.

Organizations and top teams downplay or ignore how hard it is to be a good manager to skillfully hire, engage, develop, coach, supervise, evaluate, and promote people. Most managers aren't held accountable for building and exercising these critical skills. Instead, they've internalized the strong message that qualities like strategic vision and executive presence matter much more, leaving them and their organizations poorly equipped to deal with reality. Here are the skills that can turn the tide.

Behaviors that spark organizational learning and growth also require a great deal of courage often because they involve speaking truth to power or challenging one's sense of self. Since they feel so risky, they don't happen nearly as frequently as they should day to day. In this article, the authors offer a framework for encouraging the behaviors and making them safer for employees to exhibit.