Rethinking Two Weeks' Notice audiobook cover - Changing the Way Employees Leave Companies for the Better

Rethinking Two Weeks' Notice

Changing the Way Employees Leave Companies for the Better

Robert Glazer

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Rethinking Two Weeks' Notice
The Problem with Traditional Exits+
The Open Transition Program (OTP)+
Building Psychological Safety+
The Three Buckets Approach+
Navigating Business Evolution+

Quiz — Test Your Understanding

Question 1 of 6
According to the text, what is a major negative consequence of the traditional two-week notice period?
  • A. It forces companies to pay unnecessary severance packages to departing employees.
  • B. It creates an undercurrent of secrecy that damages trust and leads to rushed handovers.
  • C. It violates standard employment contracts in most major corporate industries.
  • D. It gives competitors too much time to steal proprietary company information.
Question 2 of 6
What is the primary goal of the Open Transition Program (OTP) framework?
  • A. To legally bind employees to stay at the company for a minimum of six months after resigning.
  • B. To eliminate the need for managers to conduct formal performance reviews.
  • C. To create a transparent environment where employees can openly discuss career goals and potential departures.
  • D. To offer financial incentives to employees who agree to delay their retirement.
Question 3 of 6
According to the text, what is an effective way for a manager to start building psychological safety within a team?
  • A. By openly sharing a recent mistake they made and the lessons learned from it.
  • B. By implementing a strict zero-tolerance policy for errors on client-facing projects.
  • C. By ensuring all team meetings focus exclusively on positive achievements and future goals.
  • D. By delegating all career transition planning to the Human Resources department.
Question 4 of 6
Why does the author argue against relying heavily on anonymous feedback tools like suggestion boxes?
  • A. They are too expensive and difficult to implement for small to medium-sized businesses.
  • B. They prevent leaders from understanding the full context of a situation and addressing specific problems.
  • C. They often result in employees demanding unrealistic salary increases and benefits.
  • D. They violate workplace privacy laws regarding data collection and employee monitoring.
Question 5 of 6
In the 'Three Buckets Approach,' how should an organization handle a situation placed in the 'third bucket' (unchangeable factors)?
  • A. Provide the employee with targeted training and mentoring to improve their performance.
  • B. Redesign the employee's role and adjust their compensation to match their workload.
  • C. Place the employee on a strict performance improvement plan until they adapt to the company culture.
  • D. Recognize the fundamental mismatch and plan a transition that preserves the relationship.
Question 6 of 6
What lesson about business evolution is illustrated by the example of Netflix shifting from DVD rentals to streaming?
  • A. Companies should secretly hire a new workforce before laying off obsolete employees.
  • B. Organizations should wait for an employee's performance to decline before addressing skill gaps.
  • C. Organizations should proactively support and transition employees whose roles no longer align with the company's future.
  • D. Companies should force star performers to adapt to new roles regardless of their personal strengths.

Rethinking Two Weeks' Notice — Full Chapter Overview

Rethinking Two Weeks' Notice Summary & Overview

Rethinking Two Weeks' Notice (2024) takes a critical look at our outdated employee departure model, proposing a new framework, the Open Transition Program, built on transparency and mutual respect. Through practical strategies, it shows how you can create an environment where career transitions strengthen rather than damage workplace relationships.

Who Should Listen to Rethinking Two Weeks' Notice?

  • Managers seeking better ways to handle employee departures
  • HR professionals focused on improving company culture and retention
  • Business leaders wanting to reduce costs of sudden transitions

About the Author: Robert Glazer

Robert Glazer is the founder and Chairman of global partner marketing agency Acceleration Partners and writes the weekly newsletter Friday Forward, which reaches over 200,000 readers worldwide. He has authored several books, including Elevate and How to Thrive in the Virtual Workplace. Glazer's work on leadership and organizational culture has been featured in Harvard Business Review, Forbes, and Inc. Magazine.

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