Greg Morley

and her replacement had a completely different style and approach. I wouldn't place blame entirely on this new person, but we didn't get along the way I had with my previous boss. The entire culture and team dynamics shifted. The vibe, the chemistry, the sentiment, everything fell off. That's when I lost my sense of belonging. I kept working hard and professionally to serve my clients.

and her replacement had a completely different style and approach. I wouldn't place blame entirely on this new person, but we didn't get along the way I had with my previous boss. The entire culture and team dynamics shifted. The vibe, the chemistry, the sentiment, everything fell off. That's when I lost my sense of belonging. I kept working hard and professionally to serve my clients.

But there was an internal conflict with my new supervisor. This eroded the connection I had felt to my work. The result? I quit the job and came as a surprise to everyone, clients, colleagues, even those at headquarters. They couldn't understand it because I had been such a hard worker, talented analyst. For them, it was a real loss. For me, the damage was deeper.

But there was an internal conflict with my new supervisor. This eroded the connection I had felt to my work. The result? I quit the job and came as a surprise to everyone, clients, colleagues, even those at headquarters. They couldn't understand it because I had been such a hard worker, talented analyst. For them, it was a real loss. For me, the damage was deeper.

That's when I experienced my first episode of mental illness, what we would call now burnout. And that burnout spiraled into depression. I'm sharing this now because it ties back to what you said about the sense of belonging or the lack of it. When that sense is lost, especially in a role where I had thrived and found purpose, the consequences were severe for both my career and my health.

That's when I experienced my first episode of mental illness, what we would call now burnout. And that burnout spiraled into depression. I'm sharing this now because it ties back to what you said about the sense of belonging or the lack of it. When that sense is lost, especially in a role where I had thrived and found purpose, the consequences were severe for both my career and my health.

It was a perfect example of how critical belonging really is.

It was a perfect example of how critical belonging really is.

It's a perfect, 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 perfect, 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.

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.