The takeaway
A number of terms related to recruiting and retaining talent like the “great resignation”, “quiet firing”, and “quiet quitting” have entered the lexicon of a post-pandemic workplace. And while an increased need of workers for “purpose” can be seen as a positive development, it also leaves leaders wondering what it will take for their organizations to be sustainable and actually grow or thrive in the future.In this thought paper, Dr. John Reynolds, president of APU Global, sha
There is a workable formula for organizational impact, and it has little to do with the latest workplace buzzword. A number of terms related to recruiting and retaining talent like the “great resignation”, “quiet firing”, and “quiet quitting” have entered the lexicon of a post-pandemic workplace. And while an increased need of workers for “purpose” can be seen as a positive development, it also leaves leaders wondering what it
will take for their organizations to be sustainable and actually grow or thrive in the future.
In this thought paper, Dr. John Reynolds, president of APU Global, shares his Purpose Optimization Model to help make sense of how the elements of an organization’s identity and purpose must align in order to have impact.
Read the paper here and follow Dr. Reynolds on LinkedIn .
Beyond the buzzwords
“Great resignation,” “quiet quitting,” “quiet firing”, the labels change every eighteen months, but the underlying issue does not. People stay where the work is meaningful, the expectations are clear, and the leadership is trustworthy. Organizational impact follows from those three conditions far more reliably than from any single retention initiative.
The formula
- Clarity: every person can state what success looks like in their role this quarter
- Capability: the training and tools to actually deliver on that expectation
- Care: leaders who know their people well enough to notice when something is off
- Consequence: honest feedback and recognition that both land where they should
Applying it
Impact is not created in an offsite. It is created in the routine cadence of one-on-ones, hiring decisions, and how the organization behaves in a bad month. Leaders who study these dynamics formally tend to spot the failure points earlier.
APU Global's organizational leadership and business programs teach the research behind engagement, culture, and change management, then ask you to apply it to your own workplace. Browse master's programs or request information.
Keep reading on related topics from APU Global: 7 Skills for Leading a Changing Workplace, APU Global Participates in National Day of Prayer.
Explore the Master of Public Administration at APU Global to see
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APU Global
APU Global faculty and editorial team. Practical, research-backed guidance for working adult learners.
