This book presents a well-thought-out analysis of quiet quitting, the cost of disengagement, and genuine solutions to help employees (want to) achieve their potential.

It starts by identifying the real causes of disengagement, particularly critiquing performative well-being programs. I couldn't agree more! Overworked employees with limited resources, little trust in senior management, and no psychological safety won't be re-engaged by a lunch-hour Zumba class.

I appreciated the book’s respect for younger workers—Gen Z isn’t less resilient; they simply value psychological health and safety more. If organizations want to retain them, they must too. The authors highlight the meaning and purpose work can provide, which resonates with me. Work should align with a person’s values, interests, and needs.

The book takes a broad approach, covering communication, technology, globalization, the COVID-19 pandemic, climate change, and social challenges. My only critique is that the historical background felt like a bit of a long lead-up, but it was balanced with recent data and research.

I’d recommend this to HR professionals and managers looking to foster real engagement. There are passages I’ll no doubt share with colleagues and clients.