Dr. Zach Mercurio

And what you're saying is spot on because there are two beliefs that we need to have of ourselves to motivate any action. We need to believe that we're worthy. That's what's called self-esteem. And we need to believe that we're capable, called self-efficacy. Those are actually the two most potent predictors of things like workplace performance or productivity. And why is that?

Because again, we need to feel valued to develop those beliefs so that we have the confidence to go out and add value. And then we know that when we come back after we're adding value, that someone has our back, that someone supports us. So I think you're right on with that model.

Because again, we need to feel valued to develop those beliefs so that we have the confidence to go out and add value. And then we know that when we come back after we're adding value, that someone has our back, that someone supports us. So I think you're right on with that model.

Because again, we need to feel valued to develop those beliefs so that we have the confidence to go out and add value. And then we know that when we come back after we're adding value, that someone has our back, that someone supports us. So I think you're right on with that model.

And when people feel like a transaction, they usually act like it. When people feel replaceable, people feel like just a cog, just a means to an end, they usually act like that and they don't commit and they don't show up. And I think you're right on. The first skill area that we uncovered in our research was that people who feel that they matter feel noticed.

And when people feel like a transaction, they usually act like it. When people feel replaceable, people feel like just a cog, just a means to an end, they usually act like that and they don't commit and they don't show up. And I think you're right on. The first skill area that we uncovered in our research was that people who feel that they matter feel noticed.

And when people feel like a transaction, they usually act like it. When people feel replaceable, people feel like just a cog, just a means to an end, they usually act like that and they don't commit and they don't show up. And I think you're right on. The first skill area that we uncovered in our research was that people who feel that they matter feel noticed.

they feel that someone sees them as a person before the employee, that someone remembers them, that someone thinks about the details of their lives. I love what you said about seeing the whole person in the sense of all of the experiences that they bring to being in front of you.

they feel that someone sees them as a person before the employee, that someone remembers them, that someone thinks about the details of their lives. I love what you said about seeing the whole person in the sense of all of the experiences that they bring to being in front of you.

they feel that someone sees them as a person before the employee, that someone remembers them, that someone thinks about the details of their lives. I love what you said about seeing the whole person in the sense of all of the experiences that they bring to being in front of you.

One of the things that we tried to do is we tried to understand how employees felt that they mattered to their leaders and what leaders did. And there were four gifts that tended to be affirmed when someone felt that they mattered. One of those was strengths, what you love to do and what you're good at.

One of the things that we tried to do is we tried to understand how employees felt that they mattered to their leaders and what leaders did. And there were four gifts that tended to be affirmed when someone felt that they mattered. One of those was strengths, what you love to do and what you're good at.

One of the things that we tried to do is we tried to understand how employees felt that they mattered to their leaders and what leaders did. And there were four gifts that tended to be affirmed when someone felt that they mattered. One of those was strengths, what you love to do and what you're good at.

But another one was your impact, the purpose that you had on a team, like how the team is different because of you. But then the third was your perspective. People felt that they mattered when their unique perspective, whether it's a perspective as a

But another one was your impact, the purpose that you had on a team, like how the team is different because of you. But then the third was your perspective. People felt that they mattered when their unique perspective, whether it's a perspective as a

But another one was your impact, the purpose that you had on a team, like how the team is different because of you. But then the third was your perspective. People felt that they mattered when their unique perspective, whether it's a perspective as a

a parent, a friend, someone who's involved in the community or in your particular area of expertise or how you see the world, when that perspective was affirmed. And then the last one, which I think you're talking about too in that example, is wisdom. You know, what only you have learned. One of my favorite questions to ask people is what's something only you can teach me?

a parent, a friend, someone who's involved in the community or in your particular area of expertise or how you see the world, when that perspective was affirmed. And then the last one, which I think you're talking about too in that example, is wisdom. You know, what only you have learned. One of my favorite questions to ask people is what's something only you can teach me?

a parent, a friend, someone who's involved in the community or in your particular area of expertise or how you see the world, when that perspective was affirmed. And then the last one, which I think you're talking about too in that example, is wisdom. You know, what only you have learned. One of my favorite questions to ask people is what's something only you can teach me?

And that is what it gets at to feel truly noticed and affirmed as a full human being. And so I'm glad you brought that up, but that takes time and that takes attention and that takes intention. And why do many organizations not do that? Well, because many organizations and many leaders focus on the lagging indicators, right? So like engagement is a lagging indicator.