Churn is up. Engagement is down. And year-end reviews are here. Are you worried giving feedback will make workers feel worse?

Churn is up. Engagement is down. And year-end reviews are here. Are you worried giving feedback will make workers feel worse?

Listen in to learn how to navigate a fast-changing business landscape and prepare for the future of work by turning talent into competitive advantage. McKinsey talent experts Brooke Weddle and Bryan Hancock lead discussions with globally recognized experts and thought leaders on talent, transformational change, and leadership development.

Listen in to learn how to navigate a fast-changing business landscape and prepare for the future of work by turning talent into competitive advantage. McKinsey talent experts&nbsp;<a href="https://www.mckinsey.com/our-people/brooke-weddle">Brooke Weddle</a> and <a href="https://www.mckinsey.com/our-people/bryan-hancock">Bryan Hancock</a>&nbsp;lead discussions with globally recognized experts and thought leaders on talent, transformational change, and leadership development.

McKinsey talent experts Bryan Hancock, Bill Schaninger, and others on how to make the most of talent as a competitive advantage, navigate today’s fast-changing talent landscape, and prepare now for the future of work.

McKinsey Talks Talent

Quiet quitting and performance management

Leaders love to talk about resistance to change, but, as McKinsey research shows, resistance isn’t the full story. Fear of loss is a huge part of transformation, too, when roles, routines, and relationships are meaningfully redefined. On this episode of McKinsey Talks Talent, McKinsey Partner Johanne Lavoie shares her latest research on on how leaders can support their teams through times of strain with Senior Partner Brooke Weddle, Partner Bryan Hancock, and Global Editorial Director Lucia Rahilly. They discuss why leaders who understand fear, rather than punish it, end up with more resilient teams that make sharper decisions and exhibit stronger performance under pressure.

Leaders love to talk about resistance to change, but, as McKinsey research shows, resistance isn&rsquo;t the full story. Fear of loss is a huge part of transformation, too, when roles, routines, and relationships are meaningfully redefined. On this episode of McKinsey Talks Talent, McKinsey Partner <a href="https://www.mckinsey.com/our-people/johanne-lavoie">Johanne Lavoie</a> shares her latest research on on how leaders can support their teams through times of strain with Senior Partner <a href="https://www.mckinsey.com/our-people/brooke-weddle">Brooke Weddle</a>, Partner <a href="https://www.mckinsey.com/our-people/bryan-hancock">Bryan Hancock</a>, and Global Editorial Director Lucia Rahilly. They discuss why leaders who understand fear, rather than punish it, end up with more resilient teams that make sharper decisions and exhibit stronger performance under pressure.

Leading when change feels threatening

Agents: Everybody’s got them. But who’s managing them? And what happens to the human talent working alongside them—and being asked to show up differently as a result? “The rise of AI doesn’t mean we all suddenly devolve our responsibilities for quality control and critical thinking,” says Kate Smaje, McKinsey’s global leader of technology and AI and coauthor of the recent book Rewired. “That’s not the world we live in. There’s a premium on those capabilities now.” In this episode of McKinsey Talks Talent, Smaje joins Senior Partner Brooke Weddle and Partner Bryan Hancock, along with Global Editorial Director Lucia Rahilly, to discuss what leading through the AI moment means for the relationship between people and technology, including ways of working; costs, benefits, and risks; and the need for open dialogue about the question, “Why AI?”

Agents: Everybody&rsquo;s got them. But who&rsquo;s managing them? And what happens to the human talent working alongside them&mdash;and being asked to show up differently as a result? &ldquo;The rise of AI doesn&rsquo;t mean we all suddenly devolve our responsibilities for quality control and critical thinking,&rdquo; says <a href="https://www.mckinsey.com/our-people/kate-smaje">Kate Smaje</a>, McKinsey&rsquo;s global leader of technology and AI and coauthor of the recent book <a href="https://www.mckinsey.com/featured-insights/mckinsey-on-books/rewired">Rewired</a>. &ldquo;That&rsquo;s not the world we live in. There&rsquo;s a premium on those capabilities now.&rdquo; In this episode of <a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast">McKinsey Talks Talent</a>, Smaje joins <a href="https://www.mckinsey.com/our-people/brooke-weddle">Senior Partner Brooke Weddle</a> and <a href="https://www.mckinsey.com/our-people/bryan-hancock">Partner Bryan Hancock</a>, along with Global Editorial Director Lucia Rahilly, to discuss what leading through the AI moment means for the relationship between people and technology, including ways of working; costs, benefits, and risks; and the need for open dialogue about the question, &ldquo;Why AI?&rdquo;

Your AI agents need performance management, too

"Is my generation doomed?" That’s what one Stanford graduating senior asked Professor Erik Brynjolfsson, economist and director of the Stanford Digital Economy Lab. The professor had seen the data, so he didn’t dismiss the question. But as productivity gains begin to emerge, Brynjolfsson argues that the biggest opportunity lies not in replacing workers but in redesigning work. In this episode of McKinsey Talks Talent, Brynjolfsson joins McKinsey leaders Brooke Weddle and Bryan Hancock, as well as Global Editorial Director Lucia Rahilly, to discuss what’s changing, who’s most susceptible to displacement, and what leaders need to know to create value while managing new risks.

"Is my generation doomed?" That&rsquo;s what one Stanford graduating senior asked Professor Erik Brynjolfsson, economist and director of the Stanford Digital Economy Lab. The professor had seen the data, so he didn&rsquo;t dismiss the question. But as productivity gains begin to emerge, Brynjolfsson argues that the biggest opportunity lies not in replacing workers but in redesigning work. In this episode of&nbsp;<a href="https://preview.mckinsey.com/capabilities/people-and-organizational-performance/mckinsey-talks-talent-podcast">McKinsey Talks Talent</a>, Brynjolfsson joins McKinsey leaders&nbsp;<a href="https://preview.mckinsey.com/our-people/brooke-weddle">Brooke Weddle</a>&nbsp;and&nbsp;<a href="https://preview.mckinsey.com/our-people/bryan-hancock">Bryan Hancock</a>, as well as Global Editorial Director Lucia Rahilly, to discuss what&rsquo;s changing, who&rsquo;s most susceptible to displacement, and what leaders need to know to create value while managing new risks.

Quiet quitting and performance management

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