Greg Morley

There are many aspects to this, but let me focus on a couple of them. The first is that the world is changing in terms of the work, and especially since COVID. And I just read an article this morning which highlighted this. The arrangement or the agreement that employees and employers have has flipped.

There are many aspects to this, but let me focus on a couple of them. The first is that the world is changing in terms of the work, and especially since COVID. And I just read an article this morning which highlighted this. The arrangement or the agreement that employees and employers have has flipped.

It's a buyer's market in a way now for employees to go and work places where they believe they're going to be recognized, they're going to be rewarded, they're going to be heard, and they're going to feel like they belong. Now, that's happening in a time when individuals are more and more isolated because of things like social media.

It's a buyer's market in a way now for employees to go and work places where they believe they're going to be recognized, they're going to be rewarded, they're going to be heard, and they're going to feel like they belong. Now, that's happening in a time when individuals are more and more isolated because of things like social media.

And social media has this double-edged way of impacting people, which is it makes us much more connected, but much less connected. And when we talk about belonging in the workforce, what we're talking about is an individual coming to work and feeling like they can do their best work there, that they're going to be recognized for what they do, that the workplace is a safe place.

And social media has this double-edged way of impacting people, which is it makes us much more connected, but much less connected. And when we talk about belonging in the workforce, what we're talking about is an individual coming to work and feeling like they can do their best work there, that they're going to be recognized for what they do, that the workplace is a safe place.

Many people don't have safe places outside of work, and it's a responsibility of employers to create a place that's a safe place to work. And why is all of this important? It's important because we want people on our teams and ourselves to do the incremental effort. We all get hired and we get a job description and it says all the things that have to happen.

Many people don't have safe places outside of work, and it's a responsibility of employers to create a place that's a safe place to work. And why is all of this important? It's important because we want people on our teams and ourselves to do the incremental effort. We all get hired and we get a job description and it says all the things that have to happen.

The reality of jobs is, you know, people do some things on the job description and some things off the job description. And many times a career like the one you were talking about, Vince, where you work hard, you put in a lot of effort and you get ahead and you get promoted, comes from the fact that somebody is doing something beyond their job, the incremental effort.

The reality of jobs is, you know, people do some things on the job description and some things off the job description. And many times a career like the one you were talking about, Vince, where you work hard, you put in a lot of effort and you get ahead and you get promoted, comes from the fact that somebody is doing something beyond their job, the incremental effort.

So belonging is important because it creates this connection somebody has with their role, with their company, with their boss, with their peers, which allows them to feel encouraged to do the incremental effort. And that's how companies win when employees are fully engaged and doing the incremental effort.

So belonging is important because it creates this connection somebody has with their role, with their company, with their boss, with their peers, which allows them to feel encouraged to do the incremental effort. And that's how companies win when employees are fully engaged and doing the incremental effort.

It's a case study, which makes the point of the lessons of the book. And I think it's important. I want to recognize you for sharing that story because many people go through those kinds of episodes. And oftentimes the loneliness occurs because we don't believe other people have had that experience or are going through those things either in the past or people that we work with.

It's a case study, which makes the point of the lessons of the book. And I think it's important. I want to recognize you for sharing that story because many people go through those kinds of episodes. And oftentimes the loneliness occurs because we don't believe other people have had that experience or are going through those things either in the past or people that we work with.

So it's very powerful that you share a story like that that's personal and that can give encouragement to others. There are, you made this mention about you were working hard and you were loving what you were doing and you were getting recognized. but you weren't necessarily feeling like you were being well paid.

So it's very powerful that you share a story like that that's personal and that can give encouragement to others. There are, you made this mention about you were working hard and you were loving what you were doing and you were getting recognized. but you weren't necessarily feeling like you were being well paid.

At some points in our career, maybe all along our career, people will feel like they're not being well paid. But the payment that you are getting in terms of satisfaction, encouragement, self-worth and the longer term development in your career far outpaced what you believe maybe you should have been earning. And there are two critical people in the organization. It's us and our manager.

At some points in our career, maybe all along our career, people will feel like they're not being well paid. But the payment that you are getting in terms of satisfaction, encouragement, self-worth and the longer term development in your career far outpaced what you believe maybe you should have been earning. And there are two critical people in the organization. It's us and our manager.

And one of the reasons that I believe it's often difficult for managers to create a sense of belonging. And you experienced it with a manager who knew you, knew how to motivate you, knew what it was important to you, knew how to encourage you. And then you changed to a manager who didn't know you as well, didn't know how to encourage you, didn't know how to recognize you.

And one of the reasons that I believe it's often difficult for managers to create a sense of belonging. And you experienced it with a manager who knew you, knew how to motivate you, knew what it was important to you, knew how to encourage you. And then you changed to a manager who didn't know you as well, didn't know how to encourage you, didn't know how to recognize you.