Manage This - The Project Management Podcast

The podcast by project managers for project managers. For the past 25 years, the Guédelon Castle project has been a mesmerizing journey into the past, building a medieval castle in the forest near Paris using authentic 13th-century methods. Sarah Preston details this project where a dedicated team of artisans and history enthusiasts have revived medieval construction practices, with meticulous attention to detail.

Emma Seppälä discusses how team happiness impacts project success and the benefits of a compassionate culture. Topics include stress on creativity, self-awareness vs. self-criticism, showing compassion in the workplace, and the physiological effects of compassion. Learn how cultivating compassion can reduce stress, boost productivity, and enhance team cohesion.

The podcast by project managers for project managers. This episode explores the art of asking effective questions. Author Jeff Wetzler offers practical advice for improving our skill at asking effective questions. The “Ask Approach" is Jeff’s five-step method designed to enhance anyone’s questioning skills, and he walks us through each step and presents questioning techniques we can all apply.

Bent Flyvbjerg discusses 'Pixar Planning' and the benefits of standardization and modularity in project management. He advocates for avoiding bespoke projects and focusing on standardized, modular approaches. Examples from shipping containers and advice on making projects more successful by embracing modularity are highlighted in the podcast.

Bent Flyvbjerg, expert on megaprojects, shares insights from 16,000 projects. Topics: success/failure patterns, 'iron law,' leadership principles, Caesar's Rhine bridges, 'think slow, act fast,' Guggenheim vs. Sydney Opera House.

Captain and author Andy Crowe shares insights on project management and sailing, emphasizing communication, resource management, and planning for obstacles. He reflects on challenges faced, such as broken steering systems and regulatory compliances, highlighting the importance of flexibility and problem-solving. The podcast celebrates 200 episodes and offers a special discount, discussing the parallels between project management and sailing adventures.

The podcast by project managers for project managers. Shaping the future of project management is PMI 2023 Future 50 honoree, and our second guest in our "Rising Talent" podcast series, Monique Sekhon. She is a trailblazer making waves both professionally and within her community. As the youngest chapter president in PMI global history, she embodies a passion for giving back to her community. Join us to gain fresh perspectives and valuable insights from one of the industry's brightest talents. Table of Contents 01:56 … Meet Monique04:09 … Path to Public Health07:47 … Monique’s Current Position10:28 … Most Effective Project Management Practices14:36 … Collaboration with Stakeholders19:33 … Kevin and Kyle20:48 … Overcoming Attitudes and Challenges24:36 … PMI Chapter Leadership29:25 … Advice to Younger PMs30:28 … Monique’s Nonprofit Care-2-Share33:49 … Find Out More34:50 … Closing MONIQUE SEKHON: …my job to work with people and talk to people and bring people together who are experts – because I’m definitely not the expert – bring those people together as a project manager into a room to say, okay, these are the priorities.  This is our common goal.….  And this is what we’re trying to achieve.  And then working with all of those people to determine, okay, how are we going to get there?  WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  I’m your host, Wendy Grounds.  And right here in the studio we’ve got the brains behind the show, Bill Yates.  We take pride in showcasing the remarkable work of rising talent, adding a fresh perspective to the vibrant project management community.  This is the second and final in our current Rising Talent series.  We have an extraordinary guest.  This is a trailblazer making waves in both her professional and community spheres.  Do meet PMI 2023 Future 50 honoree Monique Sekhon.  She’s a dynamic professional with project management in her DNA, as she’s going to explain to us.  She joined the British Columbia Ministry of Health starting as a junior business analyst.  And here she played a pivotal role in the Health Data Platform project, which was a large-scale initiative to enhance the efficiency of health data access for researchers and academics.  She was promoted to senior project management advisor at the age of 22, and today she manages over 45 concurrent complex data projects.  Her impact extends beyond her job.  She’s a volunteer with PMI Vancouver Island Chapter.  And she’s currently the chapter president for the 23-24 chapter year.  She’s also the youngest chapter president in PMI global history. BILL YATES:  That’s impressive. WENDY GROUNDS:  Very much so.  So we’re excited to talk to Monique today.  Hi, Monique.  Welcome to Manage This.  Thank you for joining us. MONIQUE SEKHON:  Thank you for having me.  I’m so excited to be here. Meet Monique WENDY GROUNDS:  We are looking forward to digging into your story and just hearing a bit about your journey into project management.  So tell us a little bit about what influenced you early on in your career in project management.  How did it start for you? MONIQUE SEKHON:  Yeah, so it’s kind of an interesting story, and it’s a bit of a legacy story.  So when I was in high school, my mom was studying for the PMP.  So at our house, all over all the floors, every possible surface, there was a PMBOK and tons of material and all that good stuff.  My dad would sit with her and quiz her and ask her questions.  And then she would be like, “Monique, come and quiz me.  I need to prepare for this exam.”  And I think she did write it twice.  So as a result, it was like quite a significant portion of my high school life helping her with this. And I just remember as she was going through, you know, studying and learning and hearing those words, okay, initiation and waterfall and all those, you know, terminologies.  And I’m somebody who has always been really active in school and sports and music and all that stuff.  I love doing projects.  I’m an ideas girl.  I’m a let’s man.  And so I really just realized that this is a structure to the work that I’m doing.  So I started to kind of look through her work and some of the templates she was using and that kind of thing. And she came from a business analysis background. So I started to take some of her PM templates and co-opt them for my school purposes, you know, running fundraisers.  We had this great program at my high school called Cops for Cancer.  We raised like $100,000 towards cancer in our community.  And I used project management templates to help with planning that whole process.  And I really just found that it resonated with me so much.  I love efficiency, and I love being able to do a lot, but do it well.  So as a result, it piqued my interest. And then without really, I guess, realizing it, I kind of went down a path that ended up being very project management-oriented, and people kind of put me in those roles because I was good at it.  I like to say, you know, it’s in my blood.  Like I just, I am a project manager through and through.  Path to Public Health BILL YATES:  That’s really cool.  I like your use of the word “legacy,” too.  You were a project management kid growing up.  It was natural for you and it happened to fit right along with how your brain’s wired.  That’s really cool.  So what drew you to public health when you were approaching your career and thinking, okay, what industry do I want to get into?  What drew you to public health? MONIQUE SEKHON:  So ever since I was a very small child, my parents really instilled in me the values of kind of being of service to others.  And it’s a big part of our culture.  So my heritage is from the North of India where our family is Punjabi by heritage.  And we have a huge culture around service.  So it was really natural for me to want to help others.  And I think, you know, many other children of immigrants may relate to this, but you kind of have three options when you’re growing up:  doctor, lawyer, engineer. And so I kind of was like, okay, well, I guess doctor; right?  Like that’s my way to kind of give back and be of service to others.  I remember like one of my first forays into volunteering was actually like a BMX competition here in Victoria.  And I just had like a little volunteer shirt on, and I was handing out brochures or something about like the program.  And I just remember being, this is awesome.  I get to be part of something.  And then I started to volunteer kind of more locally with a lot of different organizations.  And then I was about, I was in middle school, so I would have been like 10 or 11 when I heard for the first time about this organization called ME2WE.  They have this thing called WE Day that they do every year.  So it’s Craig and Marc Kielburger who started that organization.  And I remember them saying, you know, they had traveled somewhere, and they had seen for the first time kind of kids their own age and what they were going through in different countries.  And that really inspired them to want to help those children in whatever way they could. For me, it was similar.  I traveled to India when I was about seven and a half.  And I just remember I had just arrived with my family, and we were in the car on this massive highway.  It must have been like a 10-lane highway.  In the middle there was like a divider.  And we were stopped because of course it’s India.  It was Bombay.  Tons of traffic.  So we’re kind of stopped there in the car.  And I just looked over to the divider, and there was a little girl who looked the same age as me.  She must have been about like seven or eight.  And in one hand she had a little boy who must have been, like, two, holding her hand.  They were all covered in like soot, and they were dirty, and they didn’t have shoes or anything on.  On her other arm, which was amputated, she had a sling with a baby in it. And she just kind of looked in my eyes, and I looked in hers, and I was like, no way is this real life.  That girl is the same age as me.  How come, you know, I’m sitting here in a car, having traveled on a plane from Canada.  And, you know, if circumstances had been different, that could have easily been me.  So I just really felt, if I’m going to be here for however long I’m going to be here, I want to be of service.  So, I mean, health just was a natural fit. What I really love is my journey kind of started out with that more clinical perspective of, okay, I guess my only option is doctor.  And when I got into university, I got into a program that was focused on more of the population or quantitative side of health; right?  So more data, really.  And I fell in love.  I was like, okay, if I can work with this data, I can produce information that will change policy, that will change thousands upon millions of lives as opposed to being a clinician and dealing with like my roster of patients on a regular basis.  I want to be part of that prevention or that change that happens at the upstream level that makes life better for everyone. Monique’s Current Position WENDY GROUNDS:  Won’t you tell us what your current role is, where you’re working right now? MONIQUE SEKHON:  Yeah, so my current role is I’m essentially a team lead or manager for, our area, our branch is mental health and substance use data priorities.  So it’s a bit of a mouthful.  We work in the community and cross-sector area, and I work for British Columbia’s Ministry of Health.  So we have a little bit of a different system here in Canada that mirrors kind of the UK system.  And so we have ministries.  I know it sounds very Harry Potter, but it’s not all magic. Yeah, so at the Ministry of Health, we work with – in terms of data and health sector information analysis and reporting.  We work with administrative databases for the entire province.

The podcast by project managers for project managers. Following the 2020 devastating explosion in Beirut, project manager Kevin Gemayel's journey is nothing short of inspiring as he tackled challenges head-on. Hear firsthand accounts of his experiences during the blast, his strategies for managing tasks, stakeholders, budgets, and time, and the invaluable lessons learned. We discover Kevin's extraordinary project and the power of resilience in the face of adversity. Table of Contents 04:27 … Meet Kevin05:30 … Kevin’s Story of the Tragedy07:25 … Gathering a Team08:18 … The Family Façade Business09:44 … Deciding How to Prioritize13:34 … An Emergency Response15:33 … Resources and Supplies16:47 … An Economic Crisis20:08 … Personal Impact21:36 … Keeping a Team Motivated22:38 … Ren Love’s Projects from the Past25:00 … Planning Time Management and Strategy28:21 … Creative Problem-Solving29:31 … Kevin’s Lessons Learned31:08 … Personal Growth Through Tragedy34:57 … Looking Back36:37 … Advice to Younger PMs38:46 … Contact Kevin39:59 … Closing KEVIN GEMAYEL: … in leadership, they say you should become a leader and personally lead yourself before leading anyone else.  And I would advise every project manager to learn and to focus on how they should lead themselves before going out there and leading projects and people and teams because, when they do things right themselves, … they will be able to influence the people they are working with.  …  So don’t just focus on books and numbers and theoretical things.  Focus on yourself, as well. WENDY GROUNDS:  You’re listening to Manage This, the podcast by project managers for project managers.  My name is Wendy Grounds, and with me in the studio is Bill Yates.  We want to feature some younger talent in the project management community.  We’re calling it our Rising Talent series.  So for the next two episodes we’re going to be sharing the stories of two young project managers who are not only inspirational, but they’re also making waves with their incredible contributions to the field.  Now, we have spoken to some young project managers in the past. BILL YATES:  Yeah, Episode 165 we had a great conversation with Kat Shane.  You may recall she had a startup company that she began at the University of Georgia, and it was working on a solution to help people, governments, and businesses figure out what products or packaging are locally recyclable.  So, can I recycle this?  And how to get them where they needed to go. WENDY GROUNDS:  We also spoke to Christelle Kwizera.  That was Episode 146.  At the age of 20, Christelle founded Water Access Rwanda, which was in response to the dangerous conditions Rwandans would face when collecting water from rivers and dams.  She was quite an incredible young lady. BILL YATES:  What a story.  So inspirational and so young. WENDY GROUNDS:  Yes, yes.  She was also a PMI Future 50 2021 honoree.  And the folk that we’re talking to in these two episodes are also Future 50 2023 honorees from PMI.  We are really enjoying featuring younger talent in the project management community.  The first one is our guest, Kevin. BILL YATES:  Yeah, this is a heavy story, this conversation we’ll have with Kevin.  It’s heavy.  It’s about the blast in Beirut.  And many people lost their lives, and many people who survived it will be dealing with it for a lifetime.  So, we wanted to recognize that.  But there are so many powerful lessons for us to learn from that, and to hear from Kevin. And we’ve tackled these kinds of topics before.  We spoke with Matthew Harper about the attack on the USS Cole and the lessons learned from that.  Peter Baines joined us from Australia.  He led international identification teams after tsunamis or terrorist attacks.  So, he’s talked with us about that.  And of course, Chuck Casto, that story was so engaging, looking at the Fukushima disaster and the 11 months that he spent onsite after the accident, and all the lessons learned he had from that after that earthquake and tsunami.  So, this is a topic we’ve been down before in terms of, okay, how do you lead through a tragedy?  And Kevin’s perspective is going to really be insightful. WENDY GROUNDS:  Right.  Today we embark on a story of resilience, determination, and the unwavering spirit to rebuild.  Just to give you a little more background, in 2020, Beirut’s port was engulfed in a catastrophic explosion, leaving behind a wake of devastation.  There were over 200 lives lost, 6,000 injured, and 300,000 people were homeless, with countless structures in ruins.  The aftermath of this tragedy was what set the stage for this immense rebuilding process. This was what Kevin Gemayel got involved with.  Kevin is a second-generation leader at a prominent building façade firm, and he found himself at the forefront of restoring Beirut’s shattered historical and cultural landmarks following the blast.  His tenure in the family business, marked by innovative project management and quality control methods since 2014, laid the groundwork for impactful change.  Today Kevin and his dedicated team navigate the profound personal and professional challenges posed by this tragedy, and he’s driven by a deep commitment to revitalize the city’s cherished landmarks.  So, join us today as we delve into Kevin’s journey and hear about his incredible project. Meet Kevin Hi, Kevin.  Welcome to Manage This.  Thank you so much for joining us today. KEVIN GEMAYEL:  Thank you.  Thank you. WENDY GROUNDS:  I must congratulate you on being a PMI Future 50 honoree.  That is really quite an accomplishment. BILL YATES:  That’s phenomenal. WENDY GROUNDS:  And we have been so excited to find your story and to learn more about you.  So, we’re looking forward to talking about your projects today.  The first thing is I just want to know what motivated your career in project management.  How did all of this get started for you? KEVIN GEMAYEL:  During my university years, we got some courses on project managers, as all engineers do.  And I found out that it’s quite an interesting subject.  I actually chose mechanical engineering to keep my options open.  And when I found out what’s the scope of work of project manager usually, it was very interesting for me because I didn’t really like to go into technical details.  I preferred understanding them, but not working on them on a daily basis.  So managing them was the best combination for me. Kevin’s Story of the Tragedy WENDY GROUNDS:  Today we’re talking about a pivotal project that has shaped your career that was really a big impact in 2020.  What was your experience, your personal experience of that time when the tragic blast happened in Beirut?  Were you living there at the time? KEVIN GEMAYEL:  I was in a city a bit far from Beirut.  But because of the scale of the explosion, we could hear the sound of it, and the house was shaken even at a very distant location.  We knew that something wrong happened, but we didn’t know the size of the damage.  Everyone in Beirut thought that the explosion happened right next to them because the sound was so loud.  It was around 6:00 p.m., and there was no more light here at 6:00 p.m.  It’s already nighttime.  So, we started making our phone calls, and we knew what happened.  We understood the size of the damage. So, I decided to go down to Beirut to witness it in my own eyes.  And that was honestly a disaster.  It’s like in the movies when a meteorite strikes, and all the roads are blocked.  It was exactly the same thing here.  And we found a way of walking there into the city.  Everyone was going there to see and to help because it was an unprecedented situation, honestly.  So when we got there this night, I had a house right next to the port.  First, I went to my house to see what happened to it.  It was a disaster.  And then the second day, in the morning, we also went down to help other people on the streets with our own hands.  That was the work of all the Lebanese, not just me.  Like I was on the ground with millions of people who were there pro bono, if you want, just to help because they didn’t care about work anymore, about anything.  For them, their city was struck.  And this day I realized that it was useless for me to stay on the grounds personally because I could have done so much more impact. Gathering a Team And that’s how I decided to gather a small team and to manage them in a way to start working on the imminent threat because we work in glass.  That’s our main specialty.  And there was so much glass that was going to fall on people, on people walking around the streets.  So that was the first threat after the explosion, other than the people who needed the first aid. So, I gathered a team because no one dared to carry glass with their hands.  It’s very dangerous.  We gathered a specialized team to do that.  And we started getting phone calls and categorizing the most important and the most critical places.  And that’s how the work started.  At the day of the explosion, we were a team of around 90 people, and this number kept on growing.  I don’t like to give precise numbers, but we were in the hundreds a few days later working together for us to rebuild our city. The Family Façade Business BILL YATES:  That’s amazing.  So help me understand, Kevin, was your background as a mechanical engineer, your background happened to be you knew a lot about glass and glass construction.  So when the explosion occurred, glass was blown out for miles, and it was glass all over the street.  And then, as you said, there’s glass just hanging, too; right?  It’s perilous for the efforts to recover people and start the cleanup.  So that happened to be some of the engineering knowledge that you had going into this? KEVIN GEMAYEL:  Not just that.  Actually, we have a family business, which is façade contracting.  Our daily work was windows and glass.

The podcast by project managers for project managers. Have you ever wondered why project team members decide to quit? Join us as we unravel the mysteries behind team turnover with HR expert Cindi Filer. Discover the pitfalls project managers should avoid to retain their team members, foster a thriving workplace environment, and optimize your most valuable resource: your people. Table of Contents 03:22 … Why are People Quitting?05:13 … Survey: Three Reasons People Quit06:03 … Employee Engagement Categories08:14 … Loud Quitting10:31 … Importance of Leadership Training12:23 … What Impacts Employee Engagement?19:24 … Where to Start as a PM20:58 … Kevin and Kyle22:22 … Building Your Team Culture26:05 … Pitfalls to Avoid29:43 … Dealing with Pay Issues32:47 … Well-Being at Work35:15 … Contact Cindi36:18 … Closing CINDI FILER: ...make sure you and your team is catching each other doing things that are positive, and then speaking those out to people.  Because I think encouragement is oxygen.  You’ve heard that.  And so it’s amazing when somebody’s leader calls them out for something that they’ve done well.  It’s amazing how much they feel grounded in that area. WENDY GROUNDS:  Welcome to Manage This, the podcast by project managers for project managers.  I’m your host, Wendy Grounds, and with me is Bill Yates.  He is our seasoned project management expert. Today we’re diving into a topic that’s at the forefront of every organization’s success.  We’re talking employee retention.  And together with our guest we’re going to unravel some of the complexities and insights into the importance of maintaining employee and team member retention.  Why do people quit their jobs?  Why do they quit project teams?  What are the top factors driving this trend?  We’re going to be exploring the nuances behind this phenomenon and hopefully answering some of those questions for you today. BILL YATES:  Absolutely.  This is going to be a, we believe, a very helpful conversation.  We’ll be tackling the crucial question of how much of team engagement is attributable to the manager, and what advice do we have for the project manager who claims they don’t have time to focus on engagement, I’ve got a project to deliver.  Spoiler alert, there’s always time for strategies that boost team morale. And of course we can’t ignore the pitfalls and mistakes that project managers should steer clear of to prevent turnover on their teams.  We’ll learn from the errors of others so we don’t have to repeat those mistakes ourselves. WENDY GROUNDS:  We are honored today to have a distinguished guest with us in the studio.  We’re so excited.  We actually have a guest in the studio that we’re not sitting on Skype or Zoom.  We have Cindi Filer with us in the studio. BILL YATES:  Yeah, Wendy, this is exciting to have Cindi in the studio with us.  By the way, we have been using a new studio.  It’s called Summer Street Productions.  It’s a local Kennesaw-based studio that has fantastic equipment and facilities.  We’re delighted to be in here, and super excited to be enjoying the quality and the production value they bring to us.  So thank you guys at Summer Street. WENDY GROUNDS:  Cindi is a seasoned professional who has dedicated her career to help companies acquire and optimize their most valuable asset, their people.  She spent the early days of her career at Delta Airlines and Worldspan, a Delta company in the human resources space.  Twenty-nine years ago she founded Innovative Outsourcing, which is a staffing and recruiting firm dedicated to helping companies find and keep talented professionals, both part-time and full-time.  So stay tuned as we unravel the secrets to fostering a workplace where team members not only stay, but thrive. Hi, Cindi.  Welcome to Manage This.  Thank you so much for joining us. CINDI FILER:  Oh, I’m so glad to be here.  Thank you for asking.  Can’t wait to talk about some human resources stuff. WENDY GROUNDS:  Yeah, it’s good to have an expert in the studio.  We’re so excited. BILL YATES:  In the studio, yes. CINDI FILER:  It’s nice to be in person. BILL YATES:  Yes, yeah. Why are People Quitting? WENDY GROUNDS:  Yes, yes.  To start off with, why are people quitting their jobs?  What are some of the top factors that are causing people to leave their jobs? CINDI FILER:  Yeah, it’s amazing how still today, you know, we had this great resignation several years ago, or even up until last year.  And the reason why people were leaving their jobs then was there was just so much opportunity.  So there was such a shortage of workers.  And when you have a shortage of workers, you really have a great opportunity and market for the employees to go looking; right?  And so there were some employers that were offering, you know, 20, 30, 40% more pay than other employers.  So we had a lot of people jumping ship really fast because many of those people were still working home remotely.  And when you work home remotely, you know, you can kind of unplug from one company and plug into another company, and your life really doesn’t change. BILL YATES:  Your commute’s the same. CINDI FILER:  Exactly.  You’re not losing your best friends.  You’re not missing the Friday lunches, those kind of things.  And so I think it just became very easy to switch jobs.  And because right now, well, in 2023, if you left your job and went to another company for a job, the average increase was about 12 to 15%.  If you stayed in your company and got a promotion, the average increase was 5 to 6%.  So basically they knew those numbers.  And so they decided, “Hey, in order to really increase my pay, I’m going to have to get out rather than move up in my own company,” which is unfortunate because we know as company owners it’s really, really important to keep talent within the company because it helps you grow the company. BILL YATES:  It’s important for project managers, too.  Retention is so big.  I think of some of the projects I’ve worked on in the past, and I’d have a key team member either get plucked away from my team and put on another team. CINDI FILER:  Right. BILL YATES:  Or, you know, the same kind of thing happened that you were describing.  They left for a better opportunity. Survey: Three Reasons People Quit CINDI FILER:  Yeah, it’s amazing.  You know, there’s this survey that came out last year, and basically they said that in ‘21 and ‘22 there were three reasons people quit their jobs.  So 63% of those workers say that low pay was the reason.  So it wasn’t really low pay, but they could get higher pay.  No opportunities for advancement, 63%, meaning that they could advance better at a different company.  And feeling respected at work, which is amazing; 57% said they left because they didn’t feel respected at their jobs. BILL YATES:  And that’s something that we can all have a part in. CINDI FILER:  Absolutely.  And as leaders of people, we can all change that.  We may not be able to, as the leaders and maybe not the CEO, change the low pay or that opportunity.  But we can definitely change how they feel respected and like they’re part of something.  It’s amazing. Employee Engagement Categories BILL YATES:  All right, Cindi.  Let’s talk about retention, and let’s talk about employee engagement.  You’ve given presentations on this topic.  I’ve actually had the privilege of hearing you speak on this.  In my experience, I think back to project teams.  I think about project leaders and what can they influence and what can they not.  So much of what you share just really speaks to that.  But I want to start out with the three categories for the project manager to consider, the statistics.  And this was back to an employee engagement survey that you referenced in June of 2023 in the United States.  Talk a bit about those three categories and just let us know what those percentages are. CINDI FILER:  Yeah.  This was actually done by the Gallup organization, and it kind of is a little bit stunning because they put people into three categories.  One is people are thriving at work.  So, well, let’s go back and talk about what is employee engagement.  You hear that word a lot, and a lot of us business owners kind of throw that thing around, and HR people.  But what does that really mean to you as a leader of people or as people that are working somewhere?  It basically means that I feel totally connected to my job.  Not only do I enjoy what I do, but I feel like what I do matters; right?  And so I feel connected to the company, I feel connected to the work I do every day, and I feel connected to the people around me.  Surprisingly, only 31% say they are thriving at work.  And those are employees that really do feel that sense that we just talked about of high level of employee engagement.  I definitely feel connected. And then the next category is quiet quitting, which is 52%.  So we’re saying 52% of our employees, they’re not actively pursuing getting out of here, but they are not totally engaged.  And so that is a huge number.  In Europe and overseas, that number is even bigger.  But for here in the United States, to have 52% of our workers be sitting somewhere thinking, I will do the minimum amount of my job to get by, and I’m not going to do anything more because I don’t really love the company.  I don’t really love what I’m doing.  I’m just kind of existing.  That’s better. BILL YATES:  So they’re punching in and punching out.  But it’s like, I’m just going to give you the minimum, and my brain is sort of halfway here? Loud Quitting CINDI FILER:  Exactly.  You know, it might go from I’m halfway here to I have my opportunities open for other things, my ears open.  And then this is so interesting.  17% are loud quitting.  What the definition of that is that these employees are actually trying to undercut their employer.  I mean,

Do you lead projects that deliver measurable benefits? An often-overlooked aspect of projects is Benefits Realization, and sadly, many projects fail to deliver their intended outcomes. Renowned expert within benefits realization and organizational change, Rasmus Rytter, emphasizes the importance of ensuring projects actually realize the intended positive outcomes for stakeholders.