Apparently, quiet quitting is out and loud working is in.
A recent Business Insider article describes a growing workplace trend where employees are going out of their way to make sure executives notice their contributions. They’re taking on high-visibility projects, talking more about their accomplishments, and making sure everyone knows how valuable they are. And for many, the motivation is fear of losing their jobs.
One former Meta employee described the environment during layoffs and restructuring as feeling like The Hunger Games. Everyone was competing for attention, taking on more work, and trying to prove they deserved to stay. We’ve reached a point where employees feel they need to spend as much energy proving their value as they do creating it.
Or maybe it’s just a new name for a similar old pattern at work.
There’s a quote I heard the other day that I have been contemplating: “You only try to protect your position when you don’t have much faith in where you’re at.”
In my own personal experience, that gets to the heart of what’s happening. When employees lack confidence in their standing, they start protecting themselves. I did this a lot early in my career. I prioritized projects that got executive attention, made sure my accomplishments were documented, and was very concerned with how my work was perceived.
This may be normal for early-in-career employees, but this dynamic has been growing across all levels due to the increasing insecurity the workforce is feeling about their future.
And leaders, you might be encouraging this without realizing it. You see employees volunteering for more projects, speaking up in meetings, and sending detailed updates about their accomplishments. You interpret that as initiative and engagement. But have you considered whether your employees are simply afraid of being forgotten?
At Culture Partners, we talk a lot about accountability and the importance of connecting people’s actions to organizational results. When employees understand what they’re accountable for and trust that their contributions matter, they can focus their energy on moving the business forward. When that clarity disappears, people start optimizing for visibility. This is particularly bad when leaders reward visibility over results because it’s just easier.
This creates a dangerous cycle. Employees become more protective of their work, less willing to share credit, and increasingly focused on their individual standing. Collaboration suffers because everyone is trying to demonstrate their own importance. This is a normal workplace dynamic but now it’s getting worse.
I think executives need to ask themselves some uncomfortable questions. Do your employees understand what results matter most? Are you recognizing meaningful contributions across the organization? Have you created an environment where people feel confident enough to take risks, share credit, and focus on the work without constantly worrying about their visibility?
Employees should absolutely advocate for themselves and communicate their accomplishments. But when an entire workforce feels compelled to compete for executive attention to protect their jobs, leaders need to pay attention.
If your employees are spending more time trying to be seen than trying to make a difference, you have a culture problem. And that’s something leadership needs to own.
Elsewhere in Culture
Who Gets Fired When the AI Makes the Mistake? | With co-host John Frehse
An AI assistant reportedly bought Tony Robbins a robot without being asked. Funny story, until you imagine an AI agent making a multimillion-dollar mistake at your company. John Frehse and I debated who should be held accountable when AI starts making decisions on its own. Spoiler: The CEO might want to pay attention. Apple: https://podcasts.apple.com/us/podcast/ceo-daily-brief-with-dr-jessica-kriegel/id1725350421?i=1000797048712 Spotify: https://open.spotify.com/episode/2Ug2OMiSlzyv77Iu3Z1Z3R?si=0c4469c010ce4e82
Does Your Company Reward Sacrifice or Punish It? | With co-host John Frehse
What happens when your company’s transformation initiatives start competing with each other? John shared a story about a company that saved $6.5 million in inventory costs while creating $14.2 million in labor costs. We explored why leaders need to look beyond departmental wins and recognize employees who sacrifice their own results for the good of the organization. Apple: https://podcasts.apple.com/us/podcast/ceo-daily-brief-with-dr-jessica-kriegel/id1725350421?i=1000797236457 Spotify: https://open.spotify.com/episode/6QtZRcXhRBYCocxb8zv1cG?si=88c2086d55f34848
What Do You Give People Before You Ask for Buy-In? | With co-host John Frehse
I’m preparing a keynote for state CIOs about leading change without direct authority, so I put John through a live coaching session. We talked about why enterprise transformations face resistance and how leaders can get people on board by understanding their priorities and helping them solve problems first. Apple: https://podcasts.apple.com/us/podcast/ceo-daily-brief-with-dr-jessica-kriegel/id1725350421?i=1000797415792 Spotify: https://open.spotify.com/episode/0OIfjTT6WavOYQ3DkKP1KO?si=2c73ad0ac7e54edc
And coming later this week…
Loud Working: Why Everyone Wants to Be Seen | With co-host John Frehse
Apparently, quiet quitting has a new cousin: loud working. Employees are broadcasting their accomplishments because they’re afraid of becoming irrelevant. John and I explored why workplace insecurity is growing, how AI is changing our sense of value, and whether visibility has become a survival strategy.
Will Your Next Boss Be an AI Agent? | With Mike Dolen
Could an AI advisor give you better advice about your boss than a trusted mentor? Mike Dolen from Human Core joined me to explore how AI is changing management, why companies are asking fewer managers to do more, and what happens when we start automating some of the most important human interactions at work.
Last week in The Work Signal, I explored why a winning streak can actually make leaders more dangerous.
Strong results create confidence. But they can also convince executives that because their last bold decision worked, the next one will too.
My CEO, Joe Terry, faced that exact temptation after two successful acquisitions. And his decision surprised me.
Sometimes the smartest move is knowing when to walk away.