May 12, 2025 • 4 mins
Workplace Expert and Author Meredith Eliott Powell joins us to discuss signs that your employer might not want you around much longer.
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Episode Transcript
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Speaker 1 (00:00):
So as you head into work today, could your boss
be laying the groundwork or at least attempting to get
you out of the way for a more efficient Well,
let's be honest, an employee that will work cheaper than
you workplace expert, author of the best selling book Mentally Fit,
Powerfully Resilient, Competitively Strong, Meredith Elliot Powell, Thanks for doing.
Speaker 2 (00:20):
This today, looking forward to it.
Speaker 1 (00:23):
So can you help define the term quiet firing? What
does it mean?
Speaker 2 (00:29):
Yeah, it's basically the reverse of quiet quitting. You know,
a couple of years ago, it's all you heard about
was employees disengaging and basically staying on the job but
basically giving you signals they were leaving. Well, this is
a reverse. This is when you come into work, you
want to hold onto your job and you're getting quiet
signals kind of really sort of passive aggressive behavior. Then
(00:50):
maybe your boss doesn't see you there long term.
Speaker 1 (00:54):
So give us an example. What a lot of times,
especially if you're a guy, a lot of times we
just pick up the hints. What is a strong hint
that we might be perking our ears up for today?
Speaker 2 (01:07):
Well, if your boss is canceling a lot of your
coaching sessions you're not getting much feedback or not many
one to ones. If there was a meeting that you
used to be involved in and all of a sudden
they tell you you don't need to be a part
of it. You know, you don't need to be a
part of it anymore. If you're getting passed up to
work on special projects or to do extra things, then
(01:28):
there may be some signs that they don't see you
there long term.
Speaker 3 (01:31):
You know, the one about not being involved in key
meetings always bug Steve, But we tell them not to
worry about that. But I'm just saying, say, guys, how
do you on the other side of it goes a lot?
How do you have the other side of it stay
not paranoid so that you don't do something stupid to
lose your job because it might just be a coincidence
(01:52):
or something that you're not involved in.
Speaker 2 (01:54):
Right, yeah, absolutely. I mean Number one is that you
you should start documenting and really assessing your own work behavior.
I mean, what are the things that you're doing well,
where are you going the extra mile? And start to
document that a bit. Then go in and have the conversation.
Don't go in and say, hey, are you trying to
fire me, But go into your boss and say, I
(02:15):
love this job. I really love what I'm doing. What
are some extra things that I could do? What else
do you need to see for me? So get some
direction and some feedback. If those types of things stop,
and then if all else fails, the best way to
stop paranoia is probably the network quite crazy. So if
you are being quiet quitted, then you cannot find another opportunity.
Speaker 1 (02:37):
When do you know when you should put your hat
in your hand and go to the box's office and say, hey,
I'm noticing that my key card doesn't work anymore? Or
when should you just cut bait and find another job.
Speaker 2 (02:50):
I think you should always be doing both. I mean,
I really do. I've always said, even when I knew
I was a star performer at a company and somebody's
doing really well, thanks can change in a moment. You know.
Quiet quitting doesn't always I mean, quiet firing doesn't always
happen because you've done a bad job. Maybe the company
is getting ready to be sold. Maybe they've you know,
maybe they've got to prove some earnings at a higher
(03:12):
level and they need to bring in some people who
are less expensive. Maybe they're going to close a division.
So you should always be incredibly well networked. You should
always have other opportunities so that at the day that
your opportunity isn't there, you're ready to go out the door.
But the other is true. I don't care if you're
doing an amazing job. Always seek feedback from your boss
so that you're making sure that your definition of a
(03:33):
good job and their definition is the same.
Speaker 3 (03:36):
Hey, real quick with this one, Meredith. If you're older
in your position and you know maybe retirements in your future,
how do you handle that with your boss so that
you one don't surprise them, but at the same time
you want to leave on good terms? Right?
Speaker 2 (03:53):
Yes, absolutely, it's such a good question. I mean, the
thinkd thing that you should do is to be I
feel so many people are fearful to say they're going
to retire, and I think again, I would be proactive.
I would go in and say, you know, in the
next couple of years, I'm thinking about retiring. I want
to leave this organization in a great shape. Who do
you want me to train? Who do you want me
to work with? How do you make sure that when
(04:13):
I leave there isn't a void? There get a plan,
be open about it. Your boss would be so grateful
for that type of conversation.
Speaker 1 (04:21):
That is workplace expert and best selling author Meredith Elliott Powell,
thank you so much for your time today.
Speaker 2 (04:28):
Thank you
So as you head into work today, could your boss
be laying the groundwork or at least attempting to get
you out of the way for a more efficient Well,
let's be honest, an employee that will work cheaper than
you workplace expert, author of the best selling book Mentally Fit,
Powerfully Resilient, Competitively Strong, Meredith Elliot Powell, Thanks for doing.
Speaker 2 (00:20):
This today, looking forward to it.
Speaker 1 (00:23):
So can you help define the term quiet firing? What
does it mean?
Speaker 2 (00:29):
Yeah, it's basically the reverse of quiet quitting. You know,
a couple of years ago, it's all you heard about
was employees disengaging and basically staying on the job but
basically giving you signals they were leaving. Well, this is
a reverse. This is when you come into work, you
want to hold onto your job and you're getting quiet
signals kind of really sort of passive aggressive behavior. Then
(00:50):
maybe your boss doesn't see you there long term.
Speaker 1 (00:54):
So give us an example. What a lot of times,
especially if you're a guy, a lot of times we
just pick up the hints. What is a strong hint
that we might be perking our ears up for today?
Speaker 2 (01:07):
Well, if your boss is canceling a lot of your
coaching sessions you're not getting much feedback or not many
one to ones. If there was a meeting that you
used to be involved in and all of a sudden
they tell you you don't need to be a part
of it. You know, you don't need to be a
part of it anymore. If you're getting passed up to
work on special projects or to do extra things, then
(01:28):
there may be some signs that they don't see you
there long term.
Speaker 3 (01:31):
You know, the one about not being involved in key
meetings always bug Steve, But we tell them not to
worry about that. But I'm just saying, say, guys, how
do you on the other side of it goes a lot?
How do you have the other side of it stay
not paranoid so that you don't do something stupid to
lose your job because it might just be a coincidence
(01:52):
or something that you're not involved in.
Speaker 2 (01:54):
Right, yeah, absolutely. I mean Number one is that you
you should start documenting and really assessing your own work behavior.
I mean, what are the things that you're doing well,
where are you going the extra mile? And start to
document that a bit. Then go in and have the conversation.
Don't go in and say, hey, are you trying to
fire me, But go into your boss and say, I
(02:15):
love this job. I really love what I'm doing. What
are some extra things that I could do? What else
do you need to see for me? So get some
direction and some feedback. If those types of things stop,
and then if all else fails, the best way to
stop paranoia is probably the network quite crazy. So if
you are being quiet quitted, then you cannot find another opportunity.
Speaker 1 (02:37):
When do you know when you should put your hat
in your hand and go to the box's office and say, hey,
I'm noticing that my key card doesn't work anymore? Or
when should you just cut bait and find another job.
Speaker 2 (02:50):
I think you should always be doing both. I mean,
I really do. I've always said, even when I knew
I was a star performer at a company and somebody's
doing really well, thanks can change in a moment. You know.
Quiet quitting doesn't always I mean, quiet firing doesn't always
happen because you've done a bad job. Maybe the company
is getting ready to be sold. Maybe they've you know,
maybe they've got to prove some earnings at a higher
(03:12):
level and they need to bring in some people who
are less expensive. Maybe they're going to close a division.
So you should always be incredibly well networked. You should
always have other opportunities so that at the day that
your opportunity isn't there, you're ready to go out the door.
But the other is true. I don't care if you're
doing an amazing job. Always seek feedback from your boss
so that you're making sure that your definition of a
(03:33):
good job and their definition is the same.
Speaker 3 (03:36):
Hey, real quick with this one, Meredith. If you're older
in your position and you know maybe retirements in your future,
how do you handle that with your boss so that
you one don't surprise them, but at the same time
you want to leave on good terms? Right?
Speaker 2 (03:53):
Yes, absolutely, it's such a good question. I mean, the
thinkd thing that you should do is to be I
feel so many people are fearful to say they're going
to retire, and I think again, I would be proactive.
I would go in and say, you know, in the
next couple of years, I'm thinking about retiring. I want
to leave this organization in a great shape. Who do
you want me to train? Who do you want me
to work with? How do you make sure that when
(04:13):
I leave there isn't a void? There get a plan,
be open about it. Your boss would be so grateful
for that type of conversation.
Speaker 1 (04:21):
That is workplace expert and best selling author Meredith Elliott Powell,
thank you so much for your time today.
Speaker 2 (04:28):
Thank you
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