Do You Love Your Job?

We don't have to like our jobs every day, but we do get to love our jobs every day. It's like, you don't like your children every day, but you love your children every day. So having a hard day, you know, that's fine, but the question is, what do we fall in love with? And at the end of the day, the reason that we stay or leave a job is because of how we feel about that job. You know, I think we misunderstand when we think people just leave for money. If they just leave for money, then they never really have anything you can do to help me stay. Right? So. And there's. The point is they're open about it. And what makes people want to have that conversation, like I said, is that they're seen and heard. The best companies have all kinds of programs inside the company to help the person grow as an individual. Now, we talked about, you know, listening skills and these kinds of things. These are valuable for the work that we do. But it turns out that those skills also help us as parents. They help us as spouses or as boyfriends and as girlfriends. These are valuable skills in life, you know, And I think that we forget that we talk about hard skills and soft skills as if those things are opposite. It's a terrible. I hate the term soft skills, hard skills and human skills. And the more that we invest in human skills in addition to the hard skills that we're teaching, the more people feel like they're growing as individuals. I'm a better version of myself now because than I was when I started at this company, because the company is actually helping me on personal growth.

WD40, which is a company that I admire their culture, the lubricant company.

They train their managers to be coaches, so literally like executive coaching, training, that kind of thing. But they train their own people to have that skillset so that they're equipped to help their people who have challenges. And especially with younger generation, the younger generation is asking companies to provide everything we want to have. Our sense of belonging, our sense of community, our sense of personal growth, our sense of purpose to come from work. It didn't used to be like that 40 years ago. And so there's a huge pressure on companies. And so I think what entices people into the company and into the industry is not just come and do cybersecurity. There's a percentage of people who are de facto interested in that, but rather tell them the kind of experience they're going to have, tell them what they get from the company and you'll find it remarkable how many people will all of a sudden be interested in the category in the company because of what they get holistically not just what they get from the product. We have to remember what gets measured gets done. We have to remember that. I hear this all the time companies talk about we encourage our people to be innovative and we encourage our people to look at problems differently and try new things. But when you look at the recognition and reward programs and struct they only get recognized reward or incentivized based on hitting financial targets. And so for all the talk of what we want our people to do if there's no formal recognition or rewards program that recognizes and rewards the behaviors then you're only going to get the ones that are rewarded. And so like I said the best companies have a little more holistic approach. It's totally fine to recognize and reward for performance but it needs to be balanced with some other attributes as well as.