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'Quiet quitting' and 'toxic behaviours'

‘Quiet quitting’ and ‘toxic behaviours’ – new jargon in headlines reveals a fresh interest in what’s actually often an old topic. In this case, it’s what happens in that crucial relationship between people and their bosses.

In this case, it’s what happens in that crucial relationship between people and their bosses.

It’s good to have it out in the open, whatever it’s called. Named and framed.

Older names are DEI and engagement. But the numbers of people leaving organisations reached a tipping point that has successfully illuminated what goes on – and what it costs.

Inclusive language, psychological safety – these are terms that people are getting tuned into and that apply to everyone – they’re related to building trust, building teamwork, having successful conversations that get the best out of everyone.

In our recent webinar, we talked about the journey towards DEI. Progress in Diversity and Equality can be captured in statistics – who’s in the room. Inclusion, however, is far more complex.

As Shalini Chopra said, ‘DEI rests on culture transformation. There might be a disabled person on the inclusion committee but does everyone listen to them? This has to be simultaneous – the mechanisms AND the behaviours.’

HR typically owns the mechanisms. But who owns the behaviours?

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