Caroline Adams Miller

When we go upstream and focus on creating those moments of meaning and making work meaningful, all those outcomes that leaders care about improve, right? Because meaning is a leading indicator of all those outcomes.

I would say meaningful work is work that provides more than a paycheck. How's that? Is that tight enough?

I would say meaningful work is work that provides more than a paycheck. How's that? Is that tight enough?

I would say meaningful work is work that provides more than a paycheck. How's that? Is that tight enough?

A few different things, right? I think most of the discovery that we do starts with just one-on-one interviews, asking people about their experiences there and people at different levels. And you hear so many rich stories and examples when you just ask people, right? People love being asked about their experience. And so that's one way, discovery interviews. Another way is observation, right?

A few different things, right? I think most of the discovery that we do starts with just one-on-one interviews, asking people about their experiences there and people at different levels. And you hear so many rich stories and examples when you just ask people, right? People love being asked about their experience. And so that's one way, discovery interviews. Another way is observation, right?

A few different things, right? I think most of the discovery that we do starts with just one-on-one interviews, asking people about their experiences there and people at different levels. And you hear so many rich stories and examples when you just ask people, right? People love being asked about their experience. And so that's one way, discovery interviews. Another way is observation, right?

Do some observing of like how are meetings being run and what processes are in place. And then another thing that we do is audits of processes like onboarding and exiting employees to see how well are you doing these things? How are you building meaning into these things? A really surprising finding from our research, which was

Do some observing of like how are meetings being run and what processes are in place. And then another thing that we do is audits of processes like onboarding and exiting employees to see how well are you doing these things? How are you building meaning into these things? A really surprising finding from our research, which was

Do some observing of like how are meetings being run and what processes are in place. And then another thing that we do is audits of processes like onboarding and exiting employees to see how well are you doing these things? How are you building meaning into these things? A really surprising finding from our research, which was

The first time in any research on meaningful work that this came up is that beginnings matter, that the sense of meaning that employees get from a job starts even before the job itself. It starts during the hiring and the onboarding process.

The first time in any research on meaningful work that this came up is that beginnings matter, that the sense of meaning that employees get from a job starts even before the job itself. It starts during the hiring and the onboarding process.

The first time in any research on meaningful work that this came up is that beginnings matter, that the sense of meaning that employees get from a job starts even before the job itself. It starts during the hiring and the onboarding process.

And those first impressions carry a lot of weight because they influence how meaningful that job is going to feel for the lifetime of that job, of that employee's career with the organization. So those are some of the ways we would talk to people, we would observe things, and then we would audit processes.

And those first impressions carry a lot of weight because they influence how meaningful that job is going to feel for the lifetime of that job, of that employee's career with the organization. So those are some of the ways we would talk to people, we would observe things, and then we would audit processes.

And those first impressions carry a lot of weight because they influence how meaningful that job is going to feel for the lifetime of that job, of that employee's career with the organization. So those are some of the ways we would talk to people, we would observe things, and then we would audit processes.

I'll answer this one. And I want to say, I wish we could have interviewed you for our qualitative study because you are such a meaning driven leader and you were doing all the practices that we uncovered and embracing authenticity is a big part of that. One of the most powerful questions we asked in our study was, it was a yes or no question, a Likert scale.

I'll answer this one. And I want to say, I wish we could have interviewed you for our qualitative study because you are such a meaning driven leader and you were doing all the practices that we uncovered and embracing authenticity is a big part of that. One of the most powerful questions we asked in our study was, it was a yes or no question, a Likert scale.

I'll answer this one. And I want to say, I wish we could have interviewed you for our qualitative study because you are such a meaning driven leader and you were doing all the practices that we uncovered and embracing authenticity is a big part of that. One of the most powerful questions we asked in our study was, it was a yes or no question, a Likert scale.

So they had to answer from one to five. My leader knows what's happening in my life outside of work. And so the people who answered four or five, so yes, agree, highly agree with this statement. They were much more likely to find their work meaningful, to feel like they had strong relationships and a strong sense of community at work.