What Does Managing Out Mean? 6 | 6
For a podcast about communication at work, we sometimes use corporate jargon that doesn't always make sense—even to us. We disagree about corporate...
3 min read
Brandi Neal Feb 8, 2023 12:01:13 AM
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On this episode of the Radical Candor podcast, Kim, Jason and Amy discuss absentee management and quiet firing. While these two things can feel the same to the person experiencing them, the thing that makes them different is the intention behind the behavior. Quiet firing happens when managers allow employees to have toxic experiences at work as a way to get them to quit. On the other hand, a more pervasive problem is well-intentioned bosses who practice absentee management. They’re that ghost boss who is rarely seen or heard from by their direct reports. What can you do if you work in this kind of environment? Listen now to learn more.
Listen to the episode:
On our last episode, we talked about micromanagement. Today we’re going to talk about the other side of that coin — absentee management and quiet firing.
While these two things can feel the same to the person experiencing them, the thing that makes them different is the intention behind the behavior.
According to Gallup, “Quiet firing happens when managers allow employees to have truly toxic or miserable experiences at work as a way to squeeze them out. It's a form of gaslighting.” Or as we might say at Radical Candor, a form of Manipulative Insincerity.
We have another Office Space example: Milton.
Milton was actually let go from his job, five years prior to the events in the movie, but no one ever told him and he kept turning up to work. Due to a glitch in the payroll system, he also kept getting a paycheck. After the glitch is fixed, Milton still shows up for work despite not getting paid. His workspace is repeatedly relocated until he finally finds himself in the basement next to the boiler room where he plots his revenge.
While Milton’s treatment was intentional, a more pervasive problem is well-intentioned bosses who practice absentee management.
One of the most common mistakes bosses make is to ignore the people who are doing the best work because “they don’t need me” or “I don’t want to micromanage.” Ignoring somebody is a terrible way to build a relationship.
Some management bloviators will advise you simply to hire the right people and then leave them alone. Dick Costolo, Twitter’s CEO from 2010–2015, explained succinctly how crazy this advice is, as Kim detailed in Radical Candor.
“That’s like saying, to have a good marriage, marry the right person and then avoid spending any time with them. Ridiculous, right?” he exclaimed.
“Imagine if I went home and told my wife, ‘I don’t want to micromanage you, so I’m not going to spend any time with you or the kids this year.’”

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Episodes are written and produced by Brandi Neal with script editing by Amy Sandler. The show features Radical Candor co-founders Kim Scott and Jason Rosoff and is hosted by Amy Sandler.
The Radical Candor Podcast theme music was composed by Cliff Goldmacher. Order his book: The Reason For The Rhymes: Mastering the Seven Essential Skills of Innovation by Learning to Write Songs.
Sound editing by PodcastBuffs.
The key difference is intention. Quiet firing is deliberate — a manager allows an employee to have a toxic or miserable work experience specifically to push them to quit, which Radical Candor describes as a form of Manipulative Insincerity. Absentee management, on the other hand, is usually well-intentioned neglect — the manager simply fails to show up, check in, or engage with their direct reports. Both feel awful to the person experiencing them, but one is a bad management habit while the other is an ethical violation.
One of the most common mistakes managers make is ignoring top performers under the assumption that they "don't need me" or that more attention would feel like micromanaging. But ignoring someone is a terrible way to build a relationship. As Twitter's former CEO Dick Costolo put it, telling a high performer you'll leave them alone is like saying you'll have a great marriage by never spending time with your spouse — it's a recipe for distance and disengagement, not trust and growth.
Take the initiative to engage your manager directly. Request a one-on-one meeting, come prepared with a specific challenge you're facing, and ask for their input. Let them know upfront when you'll need additional support from them, and schedule follow-up time on the calendar. This gives your manager a concrete reason to be present and signals that you value their involvement without putting them on the defensive.
According to Gallup — and echoed by the Radical Candor team — yes. Quiet firing is a form of gaslighting because the manager creates a miserable environment while never directly addressing the employment situation, leaving the employee confused and doubting their own experience. In Radical Candor terms, it falls squarely into Manipulative Insincerity: the manager avoids an honest conversation to get a result that benefits them at the employee's expense.
The Radical Candor approach calls for directness and honesty. If you need to let someone go — for performance reasons, a role elimination, or any other cause — have the conversation clearly and respectfully rather than engineering a miserable experience to force the person out. Being direct protects the employee's dignity, preserves your integrity as a manager, and keeps the rest of your team's trust intact. Quiet firing damages everyone, including you.
Being hands-off means giving people autonomy while still staying connected — holding regular one-on-ones, actively soliciting feedback, and having career conversations. Absentee management means going largely missing: no check-ins, no feedback, no real relationship. The distinction matters because autonomy without support leaves employees adrift, especially when they hit obstacles or need guidance on growth. All managers, regardless of style, should maintain consistent, meaningful contact with their direct reports.
Three ways to put this into practice.
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