Stephanie Moss

If that makes you uncomfortable, this is not going to be a good fit for you.

There is a lot of feel good to it.

There's a lot of you can do things with a purpose.

You can make a difference and an impact.

Absolutely.

But the end of the day is a production job.

I rarely work past normal business hours.

I rarely work on the weekends.

And the financial opportunity has been tremendous.

If that's appealing to you and the idea of being in a sophisticated, complex sales environment where you can have tremendous opportunity financially and for your lifestyle, this could possibly be a really good fit.

Hi, this is Stephanie Moss. Today I want to talk to both my candidates and my clients, and I specifically want to talk about why people make moves. You see articles all the time posted out talking about the number one reason why people make a move, and it's a lack of appreciation.

Hi, this is Stephanie Moss. Today I want to talk to both my candidates and my clients, and I specifically want to talk about why people make moves. You see articles all the time posted out talking about the number one reason why people make a move, and it's a lack of appreciation.

It has nothing to do with money, but just a general sense that they don't feel appreciated in their current organization. Sometimes, yes, that means money, or at least they translate that into money. So you'll hear people say, well, I just left because I got paid XYZ more. Those are the anomalies. People leave when they feel like they will be more valued or more appreciated somewhere else.

It has nothing to do with money, but just a general sense that they don't feel appreciated in their current organization. Sometimes, yes, that means money, or at least they translate that into money. So you'll hear people say, well, I just left because I got paid XYZ more. Those are the anomalies. People leave when they feel like they will be more valued or more appreciated somewhere else.

So we know this. What do we do with it? First of all, if you are in leadership, do you know your people? Because let me assure you, if you don't, there are other managers lobbying hard to get to know them. They're recruiters. I'm calling them all day, every day. I'm working hard to get to know them. They're feeling the love from somebody. Are they feeling it from you?

So we know this. What do we do with it? First of all, if you are in leadership, do you know your people? Because let me assure you, if you don't, there are other managers lobbying hard to get to know them. They're recruiters. I'm calling them all day, every day. I'm working hard to get to know them. They're feeling the love from somebody. Are they feeling it from you?

Second of all, I hate counteroffers. I hate going through that process. I hate making it. It's just blah. Everybody walks away. Blah. Make no mistake about it. I will fight for my people. But in order to prevent that from happening, have key conversations with folks now. Hey, what do you like most about working here?

Second of all, I hate counteroffers. I hate going through that process. I hate making it. It's just blah. Everybody walks away. Blah. Make no mistake about it. I will fight for my people. But in order to prevent that from happening, have key conversations with folks now. Hey, what do you like most about working here?

How do we show you that you're important to us in a way that really matters to you? What could we be doing better to show our appreciation? How can I help you be more successful in your current role? This is good leadership. Nobody cares how much you know until they know how much you care. But what are some other reasons why people make moves?

How do we show you that you're important to us in a way that really matters to you? What could we be doing better to show our appreciation? How can I help you be more successful in your current role? This is good leadership. Nobody cares how much you know until they know how much you care. But what are some other reasons why people make moves?