Every Company NEEDS to ask THIS QUESTION | Simon Sinek

When it's an employee market, I think it sends a message to us that we took a lot of things for granted. People need jobs. We can pay them fairly. We don't have to pay them better than sort of middle.

The kinds of things that we can offer them become secondary because we have all the cards, we have all the power. I think one of the things it forces us to do is to start looking at what people get from work. The nature of work has changed over the course of decades. You know, work wasn't the place that we had our sense of belonging. People, you know, if you go back to the 50s or 60s, work was a place you made a living and you had your sense of belonging and community from literally your community, whether people were much more active. At church, we went to bowling leagues, we were members of Shriners clubs and volunteer groups. Like, we had strong senses of community and belonging outside of work. And over the course of the years, those things have sort of blended. You know, we've seen less. Less engagement in church. Bowling leagues have all but disappeared. And now people are demanding things that they never used to demand from work. Things like belonging, things like what am I being a part of? Like that my personal purpose has to be intertwined with the organization. And so I think companies can start to really look at themselves and say, do we actually have a purpose that goes beyond our financial results? Do we actually have a purpose that people can feel a part of that? Do we have metrics that help people see that we're making progress in things other than what we're offering a shareholder or what the bottom line is producing? Are our incentive structures promoting things like teamwork? Is our training going to give you skills like how to communicate and how to listen that will benefit you, of course, at work, but you'll have a better relationship with your spouse and your kids because of what you're learning from your work? And when we're sitting down and talking to people and interviewing and advertising our jobs, are we saying, come work for this great job, lots of opportunity, upward mob get a great salary, or are we saying we want to make you a better version of yourself and start looking at some of alternative things that people used to get outside of work that they want from work now that. Are we actually building that into our work life culture? And I say work life culture as if they are one thing. So I think we can actually, it starts quite frankly, by listening, which is call the people who have left and say, can you tell me not why you left? Can you tell me what you're leaving for, what are you pursuing? And then everything they say, don't have an answer. Don't say, well, we already do that. Don't try and fix something. Just say, go on, tell me more. I don't understand. Go on, tell me more. And really get a full picture of what's going on in people's lives and what their ambitions and dreams are. Because I would bet money that.

A lot of the things that people feel like they're lacking, that they're looking for, that they're searching for, probably at least some of it we could help them find at work. But the problem is we don't promote those things, even in our recruitment ads. Why don't we start talking about our vision, our mission, and how we help people grow before we talk about upward mobility, salary, and where you want to work? So I think we can start looking at some asymmetrical things that we didn't used to look at, quite frankly. They've always been there. We just didn't need to look at them.