The C Sheet October 22: Striketober, Traits of High-Performing Teams, and a Burnout Cure
Droves of workers across the U.S. have gone on strike in October, deeming the month, “Striketober.” The reasons behind the strikes—better pay and working conditions—aren’t surprising. But why now? From Kellogg’s to John Deere, who is striking right now — and why? (Today)
2. ‘Why I Quit’ Stories
Ex-employees are continuing to share the reasons they left their jobs online. Their stories are more than just a form of catharsis—they are a collective cry for better working conditions. ‘Why I Quit’ stories are the battle cry of a new labor crusade (Fast Company)
3. The Cost of Cut-throat Work Culture
Research shows that high-pressure work environments aren’t just toxic, they also decrease productivity. The American Psychological Association estimates that the U.S. economy loses $500 billion dollars from workplace stress. Proof That Positive Work Cultures Are More Productive (HBR)
4. A Sense of Belonging
Members of historically marginalized groups are leaving their companies because they lack a sense of belonging at work. Beyond increasing representation, organizations must prioritize building community. If not, people will seek it elsewhere. Employees who quit have realized this 1 missing thing about their job (Fast Company)
5. The Case for Boredom
In a world full of stimuli and the pressure to constantly be doing something, is boredom the key to fighting burnout? Our CEO, Ryan Wong, shares how being bored is essential to settling the mind, and why it should be a daily practice. A bit of boredom can help us fight our burnout epidemic (Quartz at Work)
6. Call Your
Research has shown that autonomy, competence, and relatedness are the top three psychological needs that cultivate high performance at work. Relatedness, or sense of connection to others, was challenging for organizations to create before the prominence of remote work. Here’s what organizations with high social connection do differently: 5 Things High-Performing Teams Do Differently (HBR)
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