Dr. Zach Mercurio

He would let them try these ideas. I think the next year they lost five games. And then repeatedly they were ranked in the top percentages of high school teams without any major change in talent level. And I think that you see this when you look at studies of athletes, when you look at studies of coaches. The best coaches seem to see the person before the athlete.

They create what we just called that secure base. I can go out and try and fail because someone has my back and he's has an amazing story. So I highly recommend his book. Let them lead.

They create what we just called that secure base. I can go out and try and fail because someone has my back and he's has an amazing story. So I highly recommend his book. Let them lead.

They create what we just called that secure base. I can go out and try and fail because someone has my back and he's has an amazing story. So I highly recommend his book. Let them lead.

Yeah, and seeing them differently too. There's something I write about in our research on why people struggle with this is that we have labels for everything in our organizations, high performers, low performers, high potentials, difficult people, toxic people, introverts, extroverts, right? But the moment you label someone is the moment you're seeking to understand them.

Yeah, and seeing them differently too. There's something I write about in our research on why people struggle with this is that we have labels for everything in our organizations, high performers, low performers, high potentials, difficult people, toxic people, introverts, extroverts, right? But the moment you label someone is the moment you're seeking to understand them.

Yeah, and seeing them differently too. There's something I write about in our research on why people struggle with this is that we have labels for everything in our organizations, high performers, low performers, high potentials, difficult people, toxic people, introverts, extroverts, right? But the moment you label someone is the moment you're seeking to understand them.

And you're susceptible to self-fulfilling prophecy. So if you see someone as a low performer, you tend to treat them as a low performer. And when they see themselves as a low performer, they tend to act like a low performer. And the cycle continues. And what I love about what John Bacon did is he broke the cycle. He saw them all as having potential. He saw them all as unique, important people.

And you're susceptible to self-fulfilling prophecy. So if you see someone as a low performer, you tend to treat them as a low performer. And when they see themselves as a low performer, they tend to act like a low performer. And the cycle continues. And what I love about what John Bacon did is he broke the cycle. He saw them all as having potential. He saw them all as unique, important people.

And you're susceptible to self-fulfilling prophecy. So if you see someone as a low performer, you tend to treat them as a low performer. And when they see themselves as a low performer, they tend to act like a low performer. And the cycle continues. And what I love about what John Bacon did is he broke the cycle. He saw them all as having potential. He saw them all as unique, important people.

And I think that's so important, that seeing people for the full human being that they are before their role is essential for them to perform in that role.

And I think that's so important, that seeing people for the full human being that they are before their role is essential for them to perform in that role.

And I think that's so important, that seeing people for the full human being that they are before their role is essential for them to perform in that role.

I mean, I think that first part, right, of noticing people is important. They have to feel seen and heard. I think that's what John Bacon did really well is he came to see them. I worked with that distribution center where they were all very disengaged except for one team. And I love outliers. And I went to the team and I just said, hey, what's going on here?

I mean, I think that first part, right, of noticing people is important. They have to feel seen and heard. I think that's what John Bacon did really well is he came to see them. I worked with that distribution center where they were all very disengaged except for one team. And I love outliers. And I went to the team and I just said, hey, what's going on here?

I mean, I think that first part, right, of noticing people is important. They have to feel seen and heard. I think that's what John Bacon did really well is he came to see them. I worked with that distribution center where they were all very disengaged except for one team. And I love outliers. And I went to the team and I just said, hey, what's going on here?

And they all said, oh, it's our supervisor. She just gets us. We do anything for her. And I asked her, I said, what do you do? And she had this notebook that I write about because I was just astounded by this practice.

And they all said, oh, it's our supervisor. She just gets us. We do anything for her. And I asked her, I said, what do you do? And she had this notebook that I write about because I was just astounded by this practice.

And they all said, oh, it's our supervisor. She just gets us. We do anything for her. And I asked her, I said, what do you do? And she had this notebook that I write about because I was just astounded by this practice.

She had this notebook that on Friday, she writes down each of her team members' names and one thing she heard them talk about, complain about, one thing that they were struggling with. And on Monday morning, she looks at that list of names and looks at what she wrote down and schedules a three-minute check-in with each of them.