they do, what they believe, where they've been, how they live their lives, and the decisions they make. It's also created out of what they do during this rather large 20% of their waking lives.

To that end, what is your company's story? What is important to you? What do you value? What sets you apart? Why are you different? Is your company relevant and positioned to serve those

Most people want to matter and be part of something special. We spend 2000+ hours at work. This equals approximately 20% of all the hours in a year. We sleep 30-35%. There's 45-50% of the hours in a year left to us to travel, eat, do whatever chores we have, sit in traffic, shower and brush our teeth, clean our houses, set goals, visit family and friends, shop - and whatever else it is you do with your time.

Point is, leaders need to be aware that their employees are exchanging 1/5 of their valuable time for something provided through your organization. For some, exchanging time for money is enough, but most require more. Like I said earlier, people want to matter and be part of something special. They want to stretch and be challenged and be a part of something larger than themselves. They want to grow and see a pattern of growth in their lives. They want to work with people they like and respect, and they want to be seen as valuable. Good pay is fine but many want (and deserve) more.

Over the years I've held many interviews with people looking to make a career or job change. Near the beginning of the interview most will say they want more money and a different job - but almost always I find they want something else.

Many people want most what is hardest to explain.

All companies have a story (good or bad) that answers the question, "Who are We?". Since people spend so much time at work, it inevitably serves to shape their own answers to, "Who am I?". Who people are is not only developed out of what they do, what they believe, where they've been, how they live their lives, and the decisions they make. It's also created out of what they do during this rather large 20% of their waking lives.

To that end, what is your company's story? What is important to you? What do you value? What sets you apart? Why are you different? Is your company relevant and positioned to serve those i

s you do with your time.

Point is, leaders need to be aware that their employees are exchanging 1/5 of their valuable time for something provided through your organization. For some, exchanging time for money is enough, but most require more. Like I said earlier, people want to matter and be part of something special. They want to stretch and be challenged and be a part of something larger than themselves. They want to grow and see a pattern of growth in their lives. They want to work with people they like and respect, and they want to be seen as valuable. Good pay is fine but many want (and deserve) more.

Over the years I've held many interviews with people looking to make a career or job change. Near the beginning of the interview most will say they want more money and a different job - but almost always I find they want something else.

Many people want most what is hardest to explain.

All companies have a story (good or bad) that answers the question, "Who are We?". Since people spend so much time at work, it inevitably serves to shape their own answers to, "Who am I?". Who people are is not only developed out of what they do, what they believe, where they've been, how they live their lives, and the decisions they make. It's also created out of what they do during this rather large 20% of their waking lives.

To that end, what is your company's story? What is important to you? What do you value? What sets you apart? Why are you different? Is your company relevant and positioned to serve those

ing larger than themselves. They want to grow and see a pattern of growth in their lives. They want to work with people they like and respect, and they want to be seen as valuable. Good pay is fine but many want (and deserve) more.

Over the years I've held many interviews with people looking to make a career or job change. Near the beginning of the interview most will say they want more money and a different job - but almost always I find they want something else.

Many people want most what is hardest to explain.

All companies have a story (good or bad) that answers the question, "Who are We?". Since people spend so much time at work, it inevitably serves to shape their own answers to, "Who am I?". Who people are is not only developed out of what they do, what they believe, where they've been, how they live their lives, and the decisions they make. It's also created out of what they do during this rather large 20% of their waking lives.

To that end, what is your company's story? What is important to you? What do you value? What sets you apart? Why are you different? Is your company relevant and positioned to serve those

ant more money and a different job - but almost always I find they want something else.

Many people want most what is hardest to explain.

All companies have a story (good or bad) that answers the question, "Who are We?". Since people spend so much time at work, it inevitably serves to shape their own answers to, "Who am I?". Who people are is not only developed out of what they do, what they believe, where they've been, how they live their lives, and the decisions they make. It's also created out of what they do during this rather large 20% of their waking lives.

To that end, what is your company's story? What is important to you? What do you value? What sets you apart? Why are you different? Is your company relevant and positioned to serve those

they do, what they believe, where they've been, how they live their lives, and the decisions they make. It's also created out of what they do during this rather large 20% of their waking lives.

To that end, what is your company's story? What is important to you? What do you value? What sets you apart? Why are you different? Is your company relevant and positioned to serve those inside? These questions are at the heart of an organization and should be in the minds of each and every leader. Why? Because it's in the answers to these questions that you will win the hearts and minds, energy and time of those working for you.

A bigger paycheck is nice (and is important) but only goes so far. Once a person's basic needs are met they begin to focus on other areas important to their lives: service, charity, knowledge, growth, and more. And its your job to consider how your company serves not only those outside the organization, but those inside as well.

I believe that if you spend some time to consider the answers to the questions above, your company and those inside will be better for it.