Key Takeaways

  • Surveys show a majority of workers plan to leave their jobs every year, but Anthony Klotz points out that only a small fraction actually follow through.
  • Sudden disruptions, or workplace jolts, trigger an urge to bolt, yet staying put often creates more long-term career upside, as Bob Iger showed by staying at ABC after an acquisition.
  • Evaluating your role requires balancing low-level construal (daily tasks and friction) with high-level construal (multi-year goals and overarching purpose).
  • Challenging authority works best when you skip the feedback sandwich and pitch mutual-gain fixes using Klotz's Rules for Speaking Up to Power.

The Klotz's Rules for Speaking Up to Power

Rule 1: Bring Solutions, Not Just Problems

Make sure you do not just have a problem, you have a solution to the problem. Many managers like the somewhat tired phrase of “Don't bring me problems, bring me solutions.” In this case, that phrase holds up.

Rule 2: Propose Mutual-Gain Solutions

In terms of the solution you have to the problem, it cannot only benefit you. You need to be a bit of a salesperson here and say, “This solution not only benefits me, but it also benefits you, or the customers, or other co-workers, or the company's bottom line somehow.”

Rule 3: Avoid the Feedback Sandwich

People sometimes deliver tough messages sandwiched in between two positive messages. The research shows that this is ineffective when it comes to voice and challenging.

Rule 4: Frame as Questions for Domineering Bosses

If you are in the unfortunate situation of having a domineering boss, research shows that this is especially tough to bring up problems. It is often better to phrase it in the form of a question than any sort of demand or suggestion.

When This Works (and When It Doesn't)

This framework applies when you experience a workplace jolt that exposes a real, fixable operational issue, giving you a chance to negotiate instead of storming out. As Klotz explains, “The nice thing about speaking up is you get rid of these what-if scenarios and you find out what is.” Even if leadership refuses to budge, having the conversation eliminates the self-doubt that fuels post-resignation regret.

This approach breaks down when the organization suffers from systemic bad faith or outright abuse. If leadership punishes basic feedback or has zero incentive to retain talent, proposing win-win solutions will not protect you. In those environments, quiet preparation beats negotiation.

What to Do With This

If a sudden disruption or bad week makes you want to quit tomorrow, force a pause. Run a construal audit on your role: list your three most annoying daily tasks (low-level) against your two-year career targets (high-level).

If the friction is fixable, book fifteen minutes with your manager. Draft a two-sentence proposal that addresses the issue, strip out any flattering sandwich framing, and tie the fix directly to a team metric or customer outcome before you decide to walk.