Dr. Zach Mercurio

And so rewards and what we're rewarding and what is considered good leadership is really important because we often promote people who produce and perform, who treat people poorly. But we need to redefine success as people who treat people well, show people how they matter and perform.

And so rewards and what we're rewarding and what is considered good leadership is really important because we often promote people who produce and perform, who treat people poorly. But we need to redefine success as people who treat people well, show people how they matter and perform.

And so rewards and what we're rewarding and what is considered good leadership is really important because we often promote people who produce and perform, who treat people poorly. But we need to redefine success as people who treat people well, show people how they matter and perform.

And I think that is a very important way that we can send a signal that this is what true leadership is in organizations.

And I think that is a very important way that we can send a signal that this is what true leadership is in organizations.

And I think that is a very important way that we can send a signal that this is what true leadership is in organizations.

Well, I have a very similar story. I got asked to go work with a group of maintenance workers. And this was a story that really changed a lot for how I look at work. And I write about it in the book, but I went and the supervisor said, these people are unmotivated. Similar to you. And I went down to this group and I just said, what's going on here?

Well, I have a very similar story. I got asked to go work with a group of maintenance workers. And this was a story that really changed a lot for how I look at work. And I write about it in the book, but I went and the supervisor said, these people are unmotivated. Similar to you. And I went down to this group and I just said, what's going on here?

Well, I have a very similar story. I got asked to go work with a group of maintenance workers. And this was a story that really changed a lot for how I look at work. And I write about it in the book, but I went and the supervisor said, these people are unmotivated. Similar to you. And I went down to this group and I just said, what's going on here?

Tell me, if you were running this place, what would you do differently? And this group of maintenance workers, they were also window washers. So in the summer in Colorado, there's a lot of window washers that go on these industrial complex sites and wash the windows because... That's something that a lot of the clients like.

Tell me, if you were running this place, what would you do differently? And this group of maintenance workers, they were also window washers. So in the summer in Colorado, there's a lot of window washers that go on these industrial complex sites and wash the windows because... That's something that a lot of the clients like.

Tell me, if you were running this place, what would you do differently? And this group of maintenance workers, they were also window washers. So in the summer in Colorado, there's a lot of window washers that go on these industrial complex sites and wash the windows because... That's something that a lot of the clients like.

But I went and I asked this group, I said, if you were running this place, what would you do differently? And I did not see a motivation issue. They had more ideas than I even had time with. And I remember very vividly, one woman followed me out of this conference room. She goes, Zach, I can explain everything to you.

But I went and I asked this group, I said, if you were running this place, what would you do differently? And I did not see a motivation issue. They had more ideas than I even had time with. And I remember very vividly, one woman followed me out of this conference room. She goes, Zach, I can explain everything to you.

But I went and I asked this group, I said, if you were running this place, what would you do differently? And I did not see a motivation issue. They had more ideas than I even had time with. And I remember very vividly, one woman followed me out of this conference room. She goes, Zach, I can explain everything to you.

She goes, on my first week on the job, I was responsible for a team that had to go to this industrial complex and wash the windows of this complex every day in the summer, every morning. They would go down there and do this. And she goes, I realized that at 3 p.m. every day, the sprinkler system comes on. And I saw it aimed wrong.

She goes, on my first week on the job, I was responsible for a team that had to go to this industrial complex and wash the windows of this complex every day in the summer, every morning. They would go down there and do this. And she goes, I realized that at 3 p.m. every day, the sprinkler system comes on. And I saw it aimed wrong.

She goes, on my first week on the job, I was responsible for a team that had to go to this industrial complex and wash the windows of this complex every day in the summer, every morning. They would go down there and do this. And she goes, I realized that at 3 p.m. every day, the sprinkler system comes on. And I saw it aimed wrong.

So it was splashing all the windows and leaving these avoidable watermarks. And so I would get up and go do that every day. And I was so excited. I went to my supervisor and I said, hey, I have an idea. What if we just aim the sprinklers differently so we don't have to spend all of our time doing that? And the supervisor looked at her, she said, and said, that's the sprinkler people's problem.

So it was splashing all the windows and leaving these avoidable watermarks. And so I would get up and go do that every day. And I was so excited. I went to my supervisor and I said, hey, I have an idea. What if we just aim the sprinklers differently so we don't have to spend all of our time doing that? And the supervisor looked at her, she said, and said, that's the sprinkler people's problem.