Dr. Zach Mercurio

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.

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.

Productivity, performance is a lagging indicator. Those are all lagging indicators of human energy. And the way to regenerate human energy to deliver those lagging indicators is to keep a pulse, as you say, on the leading indicator, which is ensuring people feel seen, heard, valued, and needed and supported.

Productivity, performance is a lagging indicator. Those are all lagging indicators of human energy. And the way to regenerate human energy to deliver those lagging indicators is to keep a pulse, as you say, on the leading indicator, which is ensuring people feel seen, heard, valued, and needed and supported.

Productivity, performance is a lagging indicator. Those are all lagging indicators of human energy. And the way to regenerate human energy to deliver those lagging indicators is to keep a pulse, as you say, on the leading indicator, which is ensuring people feel seen, heard, valued, and needed and supported.

And I think that's what makes people like Claude and like Vayner and other companies that are doing it well different is they obsessively focus on the leading indicator, which is regenerating the human energy needed to perform and produce and all of the other things we say we want.

And I think that's what makes people like Claude and like Vayner and other companies that are doing it well different is they obsessively focus on the leading indicator, which is regenerating the human energy needed to perform and produce and all of the other things we say we want.

And I think that's what makes people like Claude and like Vayner and other companies that are doing it well different is they obsessively focus on the leading indicator, which is regenerating the human energy needed to perform and produce and all of the other things we say we want.

The line I love about that book, and I'm probably going to get it wrong a little bit, but it was, he's talking about honeybees. I don't know if you remember this.

The line I love about that book, and I'm probably going to get it wrong a little bit, but it was, he's talking about honeybees. I don't know if you remember this.

The line I love about that book, and I'm probably going to get it wrong a little bit, but it was, he's talking about honeybees. I don't know if you remember this.

Honey is not the purpose of the hive. Honey is the byproduct of a healthy hive. Right. And I think that all of the things that we say we want in organizations, those lagging indicators are byproducts.

Honey is not the purpose of the hive. Honey is the byproduct of a healthy hive. Right. And I think that all of the things that we say we want in organizations, those lagging indicators are byproducts.

Honey is not the purpose of the hive. Honey is the byproduct of a healthy hive. Right. And I think that all of the things that we say we want in organizations, those lagging indicators are byproducts.

Now, the problem in my perspective is that a lot of leaders, their own worth, their own sense of mattering because of the systems they're in have been tied to quarterly earnings reports from what they do and what they acquire. I try to have a lot of empathy.

Now, the problem in my perspective is that a lot of leaders, their own worth, their own sense of mattering because of the systems they're in have been tied to quarterly earnings reports from what they do and what they acquire. I try to have a lot of empathy.

Now, the problem in my perspective is that a lot of leaders, their own worth, their own sense of mattering because of the systems they're in have been tied to quarterly earnings reports from what they do and what they acquire. I try to have a lot of empathy.

for leaders in that situation because I don't know who I would become if my worth, my sense of importance was judged every three months by a board on how much I produced. One of the things I think that needs to happen is we need to re-look at systems. We can't rely on people to be morally good in systems that incentivize them not to be.

for leaders in that situation because I don't know who I would become if my worth, my sense of importance was judged every three months by a board on how much I produced. One of the things I think that needs to happen is we need to re-look at systems. We can't rely on people to be morally good in systems that incentivize them not to be.

for leaders in that situation because I don't know who I would become if my worth, my sense of importance was judged every three months by a board on how much I produced. One of the things I think that needs to happen is we need to re-look at systems. We can't rely on people to be morally good in systems that incentivize them not to be.