Greg Morley

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.

And ultimately you left the organization in a probably quite fragile state. Was that second manager, my guess is didn't spend the time to get to know you and understand what was important to you and make you feel that regardless of who you were working for, you were still important and you were still valuable even at your low salary that you felt.

And ultimately you left the organization in a probably quite fragile state. Was that second manager, my guess is didn't spend the time to get to know you and understand what was important to you and make you feel that regardless of who you were working for, you were still important and you were still valuable even at your low salary that you felt.

So I think that part is maybe the advice I would give coming out of your very heartfelt sharing is that managers need to get to know the people that work for them. And in a way that you can understand what's important to them, what's important to them in their life, what they need to be successful in their jobs.

So I think that part is maybe the advice I would give coming out of your very heartfelt sharing is that managers need to get to know the people that work for them. And in a way that you can understand what's important to them, what's important to them in their life, what they need to be successful in their jobs.

And those are the conversations that oftentimes we're not training managers to have, but they're just human conversations. They're just born out of curiosity. And I think that those things are much more important than we give time for.

And those are the conversations that oftentimes we're not training managers to have, but they're just human conversations. They're just born out of curiosity. And I think that those things are much more important than we give time for.

So when we define DEI or diversity, equity and inclusion, most people think of diversity, equity and inclusion is relating to things like gender and skin color, perhaps because they're the most visible forms of diversity.

So when we define DEI or diversity, equity and inclusion, most people think of diversity, equity and inclusion is relating to things like gender and skin color, perhaps because they're the most visible forms of diversity.

And what I would say is also critically important, and I've seen this in my experience, is it's just as important to understand what experience both life and career experience somebody brings to their job. You know, what generation they come from, what languages they speak or understand, who, do they have any disabilities? Do they have any exceptional abilities?

And what I would say is also critically important, and I've seen this in my experience, is it's just as important to understand what experience both life and career experience somebody brings to their job. You know, what generation they come from, what languages they speak or understand, who, do they have any disabilities? Do they have any exceptional abilities?

Those are all things that are important in determining how you build a diverse workforce. The reality is most of the diverse elements that we bring to work are unseen. Now, who I'm married to is unseen. Do I have children or not is unseen. Do I have a cognitive ability or disability is unseen in most places. So this is why we have to get to know the people that work for us.

Those are all things that are important in determining how you build a diverse workforce. The reality is most of the diverse elements that we bring to work are unseen. Now, who I'm married to is unseen. Do I have children or not is unseen. Do I have a cognitive ability or disability is unseen in most places. So this is why we have to get to know the people that work for us.

And when we talk about then why is the word inclusion important or the concept inclusion is, to me, I always imagine the image of an orchestra. So in an orchestra, there are many different instruments and they all have their own role. And at some point they come together in a piece to create a beautiful piece of music and experience a feeling.

And when we talk about then why is the word inclusion important or the concept inclusion is, to me, I always imagine the image of an orchestra. So in an orchestra, there are many different instruments and they all have their own role. And at some point they come together in a piece to create a beautiful piece of music and experience a feeling.

And it's the job of the manager, the leader, to understand which pieces they need to bring to different projects, different work streams, different situations to create a beautiful piece of music, which can only be done in an orchestra by an incredibly diverse audience. field of instruments, which is also what we see at work.

And it's the job of the manager, the leader, to understand which pieces they need to bring to different projects, different work streams, different situations to create a beautiful piece of music, which can only be done in an orchestra by an incredibly diverse audience. field of instruments, which is also what we see at work.

Outcomes at work are better from an innovation perspective, from a profitability perspective, from a risk and compliance perspective when you have diverse teams and going back to this diverse diversity of all the different elements which are seen and unseen.

Outcomes at work are better from an innovation perspective, from a profitability perspective, from a risk and compliance perspective when you have diverse teams and going back to this diverse diversity of all the different elements which are seen and unseen.