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"This whole phenomenon is really about a cultural transformation that's happening in the work environment," Simone Ahuja, a corporate strategy consultant says. You may have heard of the Gen Z-inspired term "quiet quitting" since it's gone viral in a TikTok video. But an expert tells me the implications of this approach to work go deeper than the surfaceit brings attention to the need for training and support of managers. Fortune reported that TikTok user @zkchillin defines quiet quitting in his video as: "You're still performing your duties, but you're no longer subscribing to the hustle culture mentality that work has to be your life," he said. "The reality is, it's not." So, you're doing the minimum to avoid burnout. To discuss the topic, I had a conversation with Simone Ahuja, an author, keynote speaker, and strategy consultant for Fortune 500 companies including UnitedHealth Group, Target, and Stanley Black & Decker. Ahuja says she has seen Gen Zers who are burning themselves out. However, for the most part, since they haven't had a lot of work experience compared to Gen Xers, for example, Gen Zers might not feel a deep connection to workplaces, and feel less allegiant, she says. That's what makes communication critically important, Ahuja says. "I work in the world of innovation and intrapreneurship," she explains. "And when we talk about what's actually going to have an impact, we frame it in the context of co-design. I think this idea of co-design and communication has to be a foundation for whether you're a manager, leader, or CFO. If you're not taking into account the voice of the employee, you're really just operating in a vacuum of assumptions." She continues, "If we kind of go to the 30,000-foot level, this whole phenomenon is really about a cultural transformation that's happening in the work environment. A culture where it's topdown, and command and control, isn't working for almost any organization. We see that organizations are really looking more at sense and respond." Innovative executives are starting to realize that front-line managers play a major role in this culture change and investing in training, according to Ahuja. "I think it's a big, new trend that's emerging," she says. And training is not just watching a video. "It's one-on-one coaching, and having conversations about what it means to build a relationship and getting really granular about it," she says. Gallup's recent research explores why manager experience matters and how it affects every employee. "When companies understand what causes managers stress and what motivates them they can transform every employee's experience at their company," according to the report. "When people become managers, it's usually not because they're great with people; they're great at their job," Ahuja told me. "So, if I'm great at financial modeling, that doesn't necessarily help me [relate to people]." Does finance tend to be a field where people excel at numbers, move up quickly and find themselves managing teams, but then need instruction on how to relate to teams and develop relationships? "Yes," Jaimee Eddington, a partner in Heidrick & Struggles' Dallas office and regional leader of the Americas, told me. "In more technical disciplines, in general, we tend to find people that are 'great at the numbers,' 'do good analysis' or otherwise 'action/impact oriented,' but don't in fact relate well to others or are even cognizant of how they show up." She continued, "We often see upon referencing people with their boss or team that they have excelled for all of the reasons I've just described but aren't seen as 'future leaders' or 'operational enough' to succeed at the most senior levels of their profession or capable of ascending to more senior ranks like a CEO or president role." So, people management training appears to be needed. Ahuja says the companies she's working with are starting to include metrics to measure the effectiveness of management training. She also says there's a lot we can learn from Gen Z's approach to work. "There's an opportunity to reframe quiet quitting as something like bold boundaries," she says. "Some Gen Zers (who work independently) will say in their email signatures, 'I check my emails once a day or twice a day, expect a response within 48 hours.' These were the first sort of signals of boundaries that I noticed."

QUESTION FOR ARTICLE

The author mentions "There's an opportunity to reframe quiet quitting as something like bold boundaries." Why (in your opinion) is it important to reframe this phenomenon? What are three examples (not those in the article) of bold boundaries? There are multiple parts to this question. The answers are not in the article. This is YOUR opinion. Be specific in your answer.