When we talk about meaning in organization's, we're really talking about connection. Connections between work and a meaningful grander purpose. Maybe connections between ourselves and the work that we do, or connections between our organization and our stakeholders. For us as leaders, making meaning is about making connections. Leaders can create connection between work and a meaningful purpose through a compelling vision. They can use the power of social identification to transform employee's perceptions. In this course, we uncover just how leaders can create meaning and how they can make work more meaningful. For me, become a meaning maker is about how we react and process meaning through neuroscience, as well as how we project or deliver meaning. We'll investigate how different parts of the brain work in creating meaning and explore how we can use our body to help deliver meaning. I am a marketing academic and when I think about meaning, I think about brands, I think about symbols and artifacts that an organization creates to convey certain meanings. How do these brands make me feel? What are their personalities and do I connect with them? How do they create meaning? Meaning, as my colleagues have indicated, crosses into almost every aspect of leadership and management. However, it's far abroad even than this. The meanings that people bring to work, to their relationships with businesses are informed by very long social and cultural histories. Understanding this, gives us a better grasp of what we can hope to achieve and the limitations that we face when seeking to create meaning for others in our leadership roles. Welcome to become a meaning maker, where we explore how leaders paint the future and create a vision to drive change. As you can see, the concept of meaning has many different interpretations and they all revolve around connection. We draw on a broad range of literature from psychology, leadership, management, and marketing to present different approaches to creating and interpreting workplace meaning.