To construct a culture of high development, start at the very top with the purpose your executives define and operationalize. Their attitudes, beliefs and behaviors about purpose will cascade -- what they believe, everyone will come to believe. Engineer a communication network that carries those values into the lived experiences of workers. Draft a plan that shepherds employees' development, with an eye toward their strengths, throughout their entire career. And, above all else, teach managers how to engage workers. Half of all workers have left a job to get away from a manager at least once.

Do your most talented employees know the purpose of your company? Do they know what their next steps are? Do their managers acknowledge their excellent work and look for ways to leverage their strengths and stretch their capacity? Are they part of a network of people who champion development? Are they engaged? Are they bored?

Want more insight to these questions from Zach? Hit Play now and listen to his full interview with Corey!