A Employee call-to-action, or conduct policy is element of almost every organizational narrative. However, they often fail to tell a compelling story in which employees may inhabit a world of creativity and flexibility. This inquiry explored the employee polices of three privately held organizations to reveal the influences of language, plot, promise and care on meaningful work. Guided by Herda's (1999) research protocol, a critical hermeneutic analysis made possible a shared inquiry in which participants contributed to the analysis of data and related findings. Research conversations were collected, transcribed and analysis was guided by the categories narrative identity, mimesis, and imagination. The works of Paul Ricoeur, Martin Heidegger, Jürgen Habermas, Hannah Arendt, Ellen Herda, and Richard Kearney served as the theoretical underpinnings of this inquiry. The research process revealed that policy lives in discourse and must emplot a narrative of reciprocal care in which employees are valued for their abilities to take deliberate action, rather than being limited to controlled behaviors. This calls for the recognition that finite policy claims cannot apply to infinite interpretations, situations and relationships that constitute an organization. The language of policy is discussed and followed by implications and suggestions for future research in leadership curriculum and organizational praxis.