Optimizing Work Through Meaning and Curiosity

In this video, we're diving into a critical issue: employee engagement, which is at a decade low. Various factors contribute to this, including workplace culture, leadership, and personal fulfillment. Did you know that a "Lack of meaningful work" is one of the top reasons people quit their jobs? This struck a chord with me, and I want to explore what it really means.
Through a blend of personal stories and insights, I'll address how both employees and leaders can find and provide meaning in their work. I'll share my own experiences of hitting a wall in my career, questioning my purpose amidst personal challenges, and how I navigated through that phase.
🔍 Highlights:
Seek meaning for yourself and understand the impact of your role.
Be curious - about your job, your industry, and the world.
Ask for more, whether it's responsibilities or understanding.
As a leader, it's crucial to articulate your team's vision and purpose, fostering an environment where curiosity and initiative are rewarded. This video is about more than just job satisfaction; it's about embracing your brilliance, regardless of your field. It's about unleashing your curiosity to find new solutions and perspectives.
So, join me in this exploration. Let's find meaning in our work, ignite our passions, and contribute to a world filled with innovative solutions and new dimensions. Your brilliance is needed, and it's time to unleash it. Let's get started!
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[@michaelfarmhand]

Thanks Ginny. As a leader your videos have become a 'must watch' for me. Thank you for taking the time to put out such brilliant knowledge. God bless.

[@user-bq8ub2qu5u]

Your wisdom is inspiring!! Thanks for imparting your experiences. It's refreshing!

[@annmariejonkman6648]

Wise Words.

[@kc9458]

At my last job, I had a greater vision for the org. and our work than most members of its leadership team. The vantage point was borne from my specific work experience and institutional knowledge, so the perspective felt uniquely mine.
However, contributions of that caliber were "above my pay grade" and, practically, several steps removed from the official duties listed in my job description.
It'd be helpful to see a video on generating institutional buy-in, esp. in the face of favoritism, i.e., when your perspective is valid and the person with the vision isn't said favorite.