Author: Team Simon - Page 4

You Found Your WHY. Now What? The Practical Guide to Putting Purpose Into Action

Posted on October 10, 2025October 10, 2025 by Team Simon

Why are we writing this article? Because discovering your WHY is a powerful moment, but it’s just the beginning. One question we hear often from people who’ve done the work isn’t, “Did I find the right one?” It’s “Now what do I actually do with it?”

For those new to the concept, your WHY is a single sentence you discover through guided reflection and questions. It’s a purpose statement that captures your cause and your deepest beliefs about the change you want to make in the world. It’s not what you do or how you do it. It’s why you do anything at all. And when you finally find it, it resonates like truth. (There are plenty of resources out there that can help guide you to your WHY. Among them, Simon teaches it directly in his online course, Find Your WHY.)

But clarity needs action. Your WHY only transforms your work and life when it shows up in the choices you make today and tomorrow. So we sat down with Simon to ask: How do you actually use your WHY in the day to day? Below is what he said.

Your WHY Needs a Home (And It’s Not Your Wall)

“Consider writing out your WHY and placing it where you decide things, not just where you sleep,” says Simon.

He wasn’t kidding about placement. Simon puts his WHY on his phone lock screen and at the top of meeting agendas. “Seeing it first anchors your attention to meaning, not noise,” he says. Your WHY isn’t a trophy. It’s a tool. And like any tool, it only works when you keep it within reach.

The next part? Say it out loud.

“Open meetings with why we are here,” Simon says. “Frame interviews with why you do what you do. Share a brief story that proves it.” When people know the cause behind the work, they stop going through motions and start advancing a mission.

The Celery Test

Simon introduced us to something he calls the Celery Test. Imagine you’re shopping at the supermarket. “If your WHY is to promote health, you ignore the candy and buy celery and rice milk. You spend less, move faster, and anyone in line can see what you believe.”

The Celery Test means you choose only what clearly advances your WHY and leave the rest on the shelf. It saves time, money, and trust. And if you pick the candy once? “Do it consciously,” Simon says, “and call it a short‑term choice you will rebalance soon.”

Treat Your WHY Like a Decision Filter

“Ask a simple question before you say yes,” Simon says. “Say, ‘will this bring my WHY to life or distract from it?'”

If it advances the cause, commit fully. If it doesn’t, decline politely.

This is where some people stumble. They may think their WHY is something they say. Simon sees it differently: your WHY is something you prove, decision by decision, conversation by conversation, project by project. Every choice either strengthens or weakens the signal.

Make WHY Operational, Not Ornamental

“Put it on dashboards and agendas,” says Simon. “Start all‑hands meetings with a quick story of someone who advanced the cause, not just a metric they hit.”

He continues: “Hire for values fit and train for skills. Choose partners who share your beliefs. If a product or project no longer fits, consider retiring it.”

Simon’s talking about embedding your WHY into systems, rituals, and even personnel decisions. When your WHY lives in your hiring rubric and your partnership agreements, it stops being an aspiration and becomes your operating system.

Your 30‑Day WHY Sprint

If you’re game to put your WHY into practice, consider taking a 30‑day sprint.

Commit to starting certain meetings with your WHY. Run the Celery Test on new initiatives. Share one weekly story of your WHY in action with your colleagues. Track how it feels and what changes. Add more only after these stick.

When you do this, you’re not overhauling your entire life. You’re testing three practices for one month. When your sprints over, you’ll be amazed at how you feel.

Ready to put your WHY to work? Join Simon in the Find Your WHY online course and get the tools, exercises, and support to make purpose practical.

15 Amazing Side Effects of Knowing Your WHY

Posted on October 8, 2025October 8, 2025 by Team Simon

There’s a moment that happens when someone discovers their WHY. We’ve witnessed it thousands of times now. Their eyes light up. Their posture changes. They likely get emotional. Something fundamental shifts. It’s not just that they suddenly understand what they do or how they do it. It’s that they finally get why it matters. And in that moment, they stop being isolated islands of effort and become connected. Connected to their work, to their teams, to the people they serve, to something bigger than themselves.

As Simon tells us, that connection changes everything. We stop going through the motions and start moving with intention. Our work becomes an expression of what we believe. Our colleagues become fellow travelers on a shared journey. The impact we make becomes the entire point.

At The Optimism Company, we’ve built our careers around helping people find that connection. We’ve seen what happens when leaders operate from their WHY, and the cost when they don’t.

But there’s always room to go deeper. And if you’re still not completely sold on the power of your WHY (or need ammunition to convince that skeptical executive or practical colleague), we’ve got something for you.

Turns out the science supporting the power of purpose is even more compelling than we realized. Researchers have spent decades studying what happens when people find purpose in their work. The results? Remarkable. Effects that rival major medical interventions, performance improvements that transform bottom lines, life changes that ripple far beyond the workplace.

So if you’re still on the fence, here are 15 science-backed side effects that might just tip the scales.

1. Imposter Syndrome Loses Its Grip

That nagging voice that says you’re a fraud? Purpose can help with that.

Studies show 70% of successful people experience imposter syndrome, partly driven by lack of belonging and purpose. But research on professional identity formation shows that developing an identity connected to purpose enhances confidence and reduces self-doubt.

When you know your WHY, you have internal validation that doesn’t depend on external recognition. You’re not performing for validation; you’re working toward something that matters.

2. Science Says You’ll Actually Live Longer

A massive meta-analysis tracked 136,265 people across 10 studies for 8.5 years. People with a strong sense of purpose had 17% lower risk of dying from any cause and 17% lower risk of cardiovascular events.

That’s an effect size comparable to major medical interventions. We’re talking about more than feeling better. We’re talking about fundamental biological changes that research suggests can affect your lifespan.

3. You Become Incredibly Resilient

Here’s maybe the most striking finding: employees who live their purpose are 6.5 times more likely to report higher resilience.

Not 65% more resilient. Six and a half times. One of the largest effect sizes in the entire literature.

Resilience research consistently identifies meaning and purpose as a core component alongside positive outlook, coping strategies, and flexibility.

Resilience is about getting back up. Projects will fail. Reorganizations will happen. Markets will shift. When you know your WHY, you have the resilience to keep going. The setback isn’t personal; it’s just an obstacle on the path.

4. Your Heart May Thank You

That same meta-analysis mentioned earlier found 17-19% reduction in cardiovascular events. What’s more, a 13-year study of nearly 3,000 Japanese adults found that people with strong ikigai (the Japanese concept closely aligned with WHY) had significantly lower stroke and cardiovascular mortality.

5. You’ll Actually Take Care of Yourself

A national U.S. study tracked 13,770 adults over 50 for eight years. People in the highest quartile of purpose were 24% less likely to become physically inactive, 33% less likely to develop sleep problems, and 22% less likely to develop an unhealthy BMI. These effects held even after controlling for demographics, baseline health, chronic conditions, and depression.

At the end of the day, we all know we should exercise more and sleep better. The knowing isn’t the problem. The doing is. When you’re connected to your WHY, taking care of yourself stops being one more obligation. You’re not exercising because you should; you’re exercising because you have important work to do and you need your body to do it.

6. Your Brain Stays Sharp Way Longer

A nationwide study of 14,482 Japanese adults 65+ tracked cognitive health for three years. Those with strong ikigai showed 36% lower dementia risk and 31% lower functional disability risk.

7. You Bounce Back from Stress and Depression

Here’s a big question: does knowing your purpose make you mentally healthier, or do mentally healthy people just happen to find purpose more easily? A rigorous longitudinal study tracked 292 German employees at two different points in time to find out.

The answer? If you found meaning and purpose in your work at the first measurement, you were significantly more mentally healthy months later. But if you were mentally healthy at the first measurement, that didn’t predict whether you’d find purpose in your work months later. In other words: finding purpose creates better mental health, not the other way around. It’s not just that happy people happen to see more meaning in their jobs. It’s that connecting to your WHY actively improves your mental health over time.

Another study merged surveys with actual health insurance claims to track certain diagnosed conditions. That study found that employees in psychologically caring climates had 32% lower odds of being diagnosed with clinical depression.

8. You’ll Sleep Like You Used to

Remember when you could fall asleep without your mind racing through tomorrow’s meetings? Purpose can bring that back.

That eight-year study found people with strong purpose were 33% less likely to develop sleep problems. It makes sense: When you’re disconnected from your WHY, work becomes anxiety and rumination. When you’re connected, work becomes something you can set down at day’s end because you trust it matters.

9. You Believe in Yourself More

A structural study of 234 high school students found awareness of purpose explained 35.3% of the variance in self-esteem. Students who saw their activities as contributing to something beyond themselves reported significantly stronger self-confidence.

Another study of 315 physicians found psychological capital (which includes self-efficacy—your belief in your own abilities) was a strong predictor of meaningful work. It’s a virtuous cycle: self-efficacy helps you create meaningful work, which reinforces self-efficacy.

10. You Trust Your Career Choices

Career decisions are hard. Should you take that role? Make that pivot? Stay put? Purpose acts as a compass.

A study of 801 teachers found those with strong career calling reported significantly higher confidence in managing professional challenges. Another study found self-efficacy drives career development—people confident in their capabilities pursue more exploration and adapt better to changes.

Career paralysis is real. When you don’t know what you’re working toward, every decision feels equally risky and meaningless. But when you know your WHY? You’re not asking “Which option will make me more money?” You’re asking “Which option lets me better serve my WHY?” And suddenly, the answer is often obvious.

11. You’re Way Better at Your Job

Here’s where skeptical executives should pay attention: purpose dramatically improves performance.

A study of 459 professionals found meaningful work predicted strengths use, and strengths use predicted performance. McKinsey research found performance improves by 33% when employees find work meaningful. The most comprehensive meta-analysis of 70,541 participants found meaningful work strongly correlated with job performance, work engagement, and motivation.

At the end of the day, better performance isn’t just good for the company. It’s good for you. Better projects, more opportunities, more influence. Performance stops being something you force and starts being something that flows.

12. You Actually Want to Stay in Your Role

Turnover is expensive. It amounts to upwards of 50-200% of one’s annual salary in recruiting, training, and lost productivity.

McKinsey found employees who find work meaningful are 49% less likely to leave and 75% more committed. A survey of 1,021+ U.S. workers found 70% define purpose through work. Deloitte found 47% have left organizations for purpose-related reasons, with 2 in 5 Gen Z and millennials rejecting jobs not aligned with their values.

Let’s face it: Constantly job-hopping isn’t that fulfilling. Once you find your WHY and your organization supports it? Staying becomes powerful.

13. Your Creativity Flourishes

Purpose does more than make you productive. It makes you innovative.

A study of 528 employees found that perceived social impact—believing your work helps others—significantly increased innovative work behavior and creativity. Research on Fortune 100 Best Companies reveals that in purpose-driven companies, leaders inspire creativity across all levels. Purpose provides the “energy for action” that sustains creativity long-term, while external rewards only produce temporary bursts.

The future belongs to the creative. As AI handles routine tasks, imagination becomes more valuable. When you’re connected to your WHY, you’re not checking boxes. You’re actively seeking better ways to serve that purpose. You experiment. You take risks. That’s where breakthroughs come from.

14. You Help Others More (and Love It)

A two-wave study of 239 employees found prosocial motivation (the desire to help others) positively related to thriving at work, and thriving mediated the relationship with work engagement. A study of university staff found prosocial behaviors driven by purpose directly impacted organizational performance and sustainability. Meta-analyses show meaningful work correlates with organizational citizenship behaviors. In other words, those above-and-beyond actions that make teams function.

15. You Keep Growing and Learning

Purpose drives continuous development in ways pure ambition never can.

Research shows career is a means to pursue purpose, and awareness of purpose leads to both wellness and career growth. Purpose awareness impacts career decision-making and journey planning. Organizations embedding purpose into development help employees adapt through industry changes, providing career resilience.

When employees connect to bigger purpose, they pursue skill development—not because they “should,” but because they need those skills to serve their WHY.

When you know your WHY, learning becomes natural. You’re not collecting credentials. You’re building capabilities to make the impact you want to make.

Simon’s spent years helping people discover their WHY, and he’s packed everything he’s learned into an online course. If you’re ready to find yours, join us here.

Saying This One Sentence Will Make You a Better Leader

Posted on September 30, 2025October 1, 2025 by Team Simon

Want to hear a scary statistic? According to one survey, a shocking 30% of employees feel invisible at work. That’s an entire third of the workforce that feels like they do not matter. And when people don’t feel seen, they stop giving their best. They protect themselves. Trust erodes.

Zach Mercurio, celebrated speaker and author with a Ph.D. in organizational leadership, has dedicated his career to understanding the power of purpose and belonging in the workplace. He’s a firm believer that the simplest actions can have the greatest impact on how people feel about their work and themselves. In his course, How to Be a Leader People Actually Trust (And Maybe Even Love), he shares a simple phrase every leader should use to remind their employees of their value…

“If it weren’t for you.”

These five words—“If it weren’t for you”—hold the key to recognizing the essential contributions of others. In his course, Zach tells the story of a leader at a large bank. It’s not grand gestures. It’s disciplined, human moments.

She started a weekly practice of reaching out to someone who had helped her get through the week. Each Friday, she sends a message saying, “If it wasn’t for you, I wouldn’t have made it through the week,” and follows up with why that person made a difference. Specific, personal, timely. Not “good job.” More like, “If it weren’t for you staying late to fix the client file, we would’ve missed the deadline.”

Over time, this small gesture has transformed her professional relationships, creating a network of deep trust and mutual appreciation. That’s how a Circle of Safety forms: people feel safe to take risks because they know someone’s got their back.

“Think about the times in your life when someone said to you, ‘If it wasn’t for you, I would have never gotten this job,’ or ‘If it wasn’t for you, I would have never been able to get through this,’” Zach says. These moments do more than express gratitude. They highlight the unique value that someone brings into our lives. It’s about showing people that they are not just another cog in the machine; they are essential. Recognition is not transactional. It’s relational. It says, “You matter here.”

And here’s the kicker: great leaders don’t wait for reviews or awards to say it. They say it often, in front of others. Peer recognition multiplies the effect because the whole group rises to that standard.

Great leaders understand that everyone has a role to play, and they make it a point to ensure that those around them feel needed. Zach encourages saying, “If it weren’t for you, this wouldn’t be possible,” or “If it weren’t for you, today wouldn’t have been as good.” This simple phrase can make the difference between someone feeling invisible and someone feeling seen, valued, and motivated.

The impact of these words goes beyond professional settings. “Say it to your friends, your neighbors, your kids, spouse, partner, and the thousands of people you depend on daily in your community to live your life,” Zach says. Recognizing people’s contributions, no matter how small they may seem, is a universal way to build stronger connections. Skills we practice at work follow us home. When we learn to listen and acknowledge, marriages improve, friendships deepen, and families get stronger.

In a world where 55% of people feel as though their company only sees them as employees and not people, the phrase “If it weren’t for you” can be a reminder that we all matter. It’s a tool that any leader—or any person—can use to create a culture of gratitude and connection. It’s simple, not easy. It requires presence. It requires noticing. And it pays compounding dividends in trust and performance.

Make it practical. This week, send out three notes: “If it weren’t for you…” followed by one concrete behavior and one impact. Do one public shout-out in a meeting. Keep it under 20 seconds and make it specific. Maybe start a Friday ritual: Ask your team, “Who do we want to thank today, and why?”

Because when your people feel valued, they’ll choose to give their best—again and again.

“Something small, said with sincerity, can change how someone shows up tomorrow,” says Simon. “Because leadership isn’t about being in charge; it’s about taking care of those in your charge—and ‘If it weren’t for you’ is what that care sounds like.”

For more on Zach’s course, see here. And if you’re a leader asking, “Where do I start?” You can start with someone who helped you this week.

Tell them. Today.

More Useful Advice from The Optimism Company

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The Incredible Power of an “Eight-Minute Catch-Up” with a Friend

Simon’s Top Tips for How to Build Trusting Teams

One Easy Way to Lose Employee Trust

5 Things Managers Do That Leaders Never Would, According to Simon

Posted on September 18, 2025September 18, 2025 by Team Simon

Picture this: Two people walk into the same crisis. The project is behind schedule, the client is furious, and the team is falling apart.

The first person immediately starts assigning blame, calls an emergency meeting to “get to the bottom of this,” and sends a tersely worded email about “accountability and expectations.” The second person takes a breath, gathers the team, and says, “This is tough, but we’re in it together. Let’s figure out how to make this right.”

Same crisis. Same pressure. Completely different responses.

It’s a pattern at so many organizations: when the heat is on, people either retreat into management mode or step up into leadership. The difference isn’t about job titles or org charts—it’s about fundamental choices in how we treat people when it matters most.

Simon has spent years studying what separates managers from leaders, and the distinctions are both subtle and profound. Here are five critical differences that reveal whether you’re managing or leading.

1. Managers Hoard Information. Leaders Overshare.

We’ve all worked for that manager who treats information like classified intelligence. They keep key details close to the vest, thinking it gives them power or control. It’s like they’re running a secret club, and you’re not on the guest list.

Simon puts it this way: “A classic manager move: keep key details close to the vest, thinking it gives them power or control… Leaders? They go the opposite way. They’ll walk into a meeting and say, ‘Here’s everything I know, here’s what I don’t, and here’s what keeps me up at night.’ Why? Because trust is built on transparency, not secrecy.”

The contrast is striking. A manager might send out a vague email about a “change in direction” but won’t explain why. A leader calls the team together, lays out the business challenge, and says, “I want your ideas. Here’s what’s at stake.”

Simon’s advice? “Next time you’re tempted to hold back info, ask yourself, ‘What’s the worst that happens if I share this? What’s the best?'”

2. Managers Weaponize Policy. Leaders Bend Rules for People.

Every organization has rules, but how we use them reveals everything about our leadership philosophy. Managers quote the handbook word for word, using policy as a shield to avoid difficult decisions or uncomfortable conversations.

Leaders see it differently. As Simon observes: “Leaders see policies as guardrails, not handcuffs. If someone’s struggling, a leader asks, ‘How can I help you succeed—even if it means flexing the rules?'”

The practical difference is profound. When someone hits a wall, a manager says, “Sorry, you missed the PTO deadline. Nothing I can do.” A leader responds, “You’ve had a rough month. Let’s see if we can make this time off work. I’ll talk to HR with you.”

Simon’s challenge to managers: “When someone hits a wall, don’t just say ‘that’s policy.’ Ask, ‘What’s really going on here, and how can we solve it together?'”

3. Managers “Fire Fast.” Leaders Coach, Then Help People Land Softly.

The business world loves the mantra “hire slow, fire fast,” but Simon has observed a crucial distinction in how managers versus leaders handle departures.

“Managers love the ‘hire slow, fire fast’ mantra,” Simon says. “But leaders know that letting someone go isn’t about making an example—it’s about dignity. I’ve seen leaders spend weeks helping someone find a better fit, even making calls to other companies. They don’t destroy confidence on the way out; they build a bridge to what’s next.”

A manager might say, “You’re not meeting expectations. Today’s your last day.” A leader takes a different approach: “I’ve noticed you’re struggling. Let’s talk about what’s not working. If this isn’t the right fit, I’ll help you find something that is—even if it’s not here.”

Simon’s reframe for anyone facing this situation: “If you have to let someone go, ask, ‘How can I help you find a place where you’ll thrive, even if it’s not here?'”

4. Managers Avoid Hard Conversations. Leaders Run Toward Them.

Perhaps nothing separates managers from leaders more clearly than their relationship with difficult conversations. Managers might sugarcoat, dodge, or hide behind email to avoid discomfort. Leaders understand that avoidance only makes things worse.

Simon’s observation: “Leaders pull people aside and say, ‘This is tough, but I care about you, so let’s talk.’ They know candor is kindness, not cruelty.”

In practice, this looks like a manager noticing tension between team members but saying nothing, hoping it’ll blow over. A leader sits down with both people and says, “This is awkward, but we need to talk about what’s going on. I care about both of you.”

Simon’s practical advice: “Next time you want to avoid a hard talk, say out loud, ‘This is going to be uncomfortable, but it matters.’ Then do it anyway.”

5. Managers Reward Compliance. Leaders Reward Dissent.

Managers love yes-men and yes-women—people who nod along and follow orders without question. Leaders actively seek out the people who will challenge them.

As Simon explains: “Managers love a good yes-man. Leaders? They want the person who says, ‘I think we’re making a mistake.’ Because that’s how you get better.”

The behavior difference is clear: a manager praises the person who always agrees in meetings. A leader publicly thanks the person who says, “I think we’re missing something,” and asks them to elaborate.

Simon once shared a story about a leader who sent a handwritten note to someone who challenged them in a meeting, saying, “Thank you for making us better.” That’s not just surprising. It’s unforgettable.

His advice: “When someone challenges you, say, ‘Thank you. Tell me more.’ Even if it stings.”

The beautiful thing about leadership is that it’s not about your job title or where you sit on the org chart. It’s about the daily choice to see people as humans rather than resources, to build trust rather than demand compliance, and to create an environment where people can do their best work.

Every interaction is an opportunity to lead. The question isn’t whether you have the authority—the question is whether you have the courage.

For more, explore The Optimism Library today.

One Simple and Effective Leadership Skill Nobody Teaches

Posted on September 12, 2025September 12, 2025 by Team Simon

Picture walking into a project kickoff meeting where everyone is polite, slightly guarded, and waiting for someone else to break the ice. Or imagine starting a new role where your team is watching to see if you’ll pretend to know everything or admit what you don’t. These moments happen daily in organizations everywhere, yet most leaders have never been taught how to navigate them effectively.

We train leaders to be decisive, confident, and clear—all essential qualities. But we rarely teach them one of the most powerful skills for building trust and accelerating team performance: how to be strategically vulnerable in a way that strengthens rather than weakens their leadership.

Beyond Traditional Leadership Training

At Team Simon, we’re constantly exploring how managers can develop the nuanced skills that can turn them into exceptional leaders. One of the most surprising and impactful skills we teach is something Simon calls “calibrated self-disclosure,” and it has the power to change how leaders build psychological safety without sacrificing authority.

“The skill: calibrated self-disclosure in the first five minutes,” Simon says. “Not radical transparency. Not keeping a stiff upper lip. Calibrated. It’s the leader saying one true, useful thing about their own limits early, tying it directly to the mission, and pairing it with a clear, confident request. Done well, it lowers threat and raises initiative. It makes the room exhale without making the room parent you.”

Simon paints a vivid picture of how this works in practice: “Picture a project kickoff. Everyone’s polite. Slightly guarded. You go first: ‘Quick context before we dive in. The AI piece is new territory for me. My worry is I’ll slow us down by asking basic questions. Our goal is still speed to learning, not speed to launch. Here’s my ask: if I drift into jargon soup, stop me. And if you see a faster path, say it in the moment.’ That’s it. Twenty seconds. Specific fear. Clear why. Concrete request. Confident tone. Then you move on.”

The result, according to Simon, is immediate and powerful: “What happens? People start telling the truth faster. The data scientist admits a dependency risk. The PM raises a timeline constraint. You just bought candor without drama.”

Simon identifies three critical elements that make this approach effective: “First, specificity. Vague confessions invite caretaking. Specific disclosures invite partnership. ‘I’m overwhelmed’ is a burden. ‘I’m behind on approvals; I’ll need 24 hours to respond’ is coordination. Second, sequencing. Do it in the first five minutes, before norms calcify. Whoever goes first sets the edge of what’s sayable. Third, tone. Confident vulnerability. Own the limit without collapsing into it. You’re not asking for permission to be weak. You’re modeling how strong teams talk.”

Why This Skill Is So Powerful

The genius of calibrated self-disclosure lies in what Simon identifies as its surprising nature. “Why it’s surprising: we teach leaders to be clear, not necessarily self-revealing, and when we talk about vulnerability, we swing to extremes,” he says. “Overshare, and you spook the room. Undershare, and you freeze honesty. Calibrated self-disclosure threads the needle. It sends three signals simultaneously: I’m human, I’m responsible, I’m here to serve the goal. That combination builds psychological safety without lowering standards.”

Most leadership training focuses on projecting confidence and authority, which often translates to leaders feeling pressure to appear infallible. But this approach actually creates distance and prevents the kind of honest communication that drives high performance.

Common Pitfalls to Avoid

Simon is clear about the mistakes that can derail this approach: “Common mistakes. Turning it into a monologue. Keep it under thirty seconds. Making it about your feelings without linking to the mission. Always tie your admission to why it matters for the work. Asking for rescue. Don’t do that. Make a crisp request that enables others to contribute. And performing it once, then reverting to perfection theater. Consistency builds trust; a single moment doesn’t.”

The key is understanding that this isn’t about emotional dumping or seeking sympathy. It’s a strategic communication tool that creates conditions for better collaboration and faster problem-solving.

One Framework You Can Use Tomorrow

Simon provides a practical template that any leader can implement immediately:

“A simple template you can use tomorrow,” he explains, breaking it down into five steps:

“Name the context: ‘Before we start…'”
“State the specific limit or fear: ‘I’m likely to…'”
“Tie to the why: ‘Because our goal is…'”
“Make the request: ‘So I need you to…'”
“Reaffirm confidence: ‘If we do that, we’ll…'”

Simon offers a concrete example: “Before we start, quick flag. I haven’t run a launch with this many regulators. I may miss a compliance nuance. Our goal is a clean, on-time approval. So if you hear me skip a step, call it immediately. If we do that, we’ll move fast and stay safe.”

Scaling the Impact

But Simon doesn’t stop at individual application. He sees this as a team skill that compounds when adopted collectively: “Teach your directs to do the same. Start meetings with one calibrated disclosure from the leader, then one from the owner of the riskiest workstream. Two reps. Ninety seconds total. Watch the quality of discussion jump.”

This approach transforms team dynamics by establishing a new norm where honesty and strategic vulnerability become the foundation for high performance rather than barriers to overcome.

What makes this skill so powerful is that it represents a fundamental shift in how we think about leadership authority. Traditional models equate leadership strength with having all the answers. Simon’s approach recognizes that true leadership strength comes from creating conditions where the best answers can emerge from anywhere in the room.

“You’re not asking for permission to be weak,” Simon emphasizes. “You’re modeling how strong teams talk.”

For more ways to level up your leadership skills, be sure to check out more advice in Simon’s Optimism Library.

6 Shocking Stats That Prove Middle Managers Are in Crisis

Posted on September 10, 2025September 11, 2025 by Team Simon

Imagine being promoted to manage people, only to discover you spend less than half your time actually managing them. Picture feeling so unsupported in your role that you’re secretly planning your escape, even as your company depends on you to bridge the gap between senior leadership’s vision and your team’s daily reality.

These are more than hypothetical scenarios. They’re the lived experience of middle managers across industries worldwide. While organizations focus on retaining top talent and developing senior executives, an entire layer of leadership is quietly struggling, burning out, and planning their exit strategies.

At Team Simon, we recently surveyed 971 middle managers across scores of industries around the world. The findings, detailed in our new report, “The Top 10 Things Middle Managers Desperately Need (But Are Afraid to Ask For),” reveal a crisis that most organizations don’t even realize they have.

The data tells a story about colleagues, friends, and perhaps even ourselves—people caught between the ambitions of becoming senior leaders and the daily reality of getting things done with actual humans, all with very little training or support from the companies they work for.

These statistics represent the hidden struggles of the people who make organizations run, and they reveal why so many companies are losing their most valuable asset: the leaders who actually lead. Here are six stats from the report that may change how you view middle management.

1. 75% Are Experiencing Burnout

Making them the most stressed level in any organization

Three out of four middle managers are burning out. Not stressed. Not overwhelmed. Burning out. This isn’t a temporary challenge. It’s a systematic crisis that’s making middle managers the most miserable people in corporate life. They’re absorbing pressure from above while shielding their teams below, all while managing their own emotional overwhelm with little to no support.

Why this matters: Burnout is more than a personal problem. It’s contagious. Research shows that managers account for 70% of variance in employee engagement, meaning burned-out managers create burned-out teams in a cascading effect throughout the organization.

2. They Spend Only 41% of Their Time Actually Managing People

The rest is consumed by administrative tasks

We promote people to management positions, then bury them in spreadsheets, reports, and administrative duties. Middle managers are spending most of their time on tasks that don’t require management expertise, while the actual work of developing people, building culture, and driving performance gets squeezed into the margins.

Why this matters: When managers can’t manage, everything suffers. Teams become directionless, talent goes undeveloped, and the single biggest factor in employee engagement—quality of management—deteriorates.

3. 27.2% Are Actively Working on Their Exit Strategy

More than 1 in 4 are planning their escape

While companies focus on retention strategies, over a quarter of their middle managers are actively looking for the door. These aren’t disgruntled employees. These are the people organizations promoted because of their performance and potential. Yet they see no future at their current companies and are planning their professional escape routes.

Why this matters: Replacing a middle manager costs up to 200% of their salary. When you factor in lost institutional knowledge, team disruption, and the time to rebuild relationships, the true cost is astronomical.

4. Nearly Half (43.2%) Are Fundamentally Disconnected from Work

23.6% feel uninspired, 10.8% actively dislike the culture

This isn’t about having a bad day or needing a vacation. Nearly half of all middle managers have lost their connection to their work entirely. They’re going through the motions while feeling uninspired, dealing with interpersonal conflicts, or actively disliking their company culture.

Why this matters: Disconnected managers create disconnected teams. When the people responsible for motivating others have lost their own motivation, the ripple effects reach every corner of the organization.

5. Self-Confidence Is Both Their #1 Challenge AND Their #1 Goal

27.2% identify building confidence as their most critical need

The irony is staggering: the people we’ve entrusted to lead others feel fundamentally unsure of themselves. Nearly a third of all middle managers report that self-confidence is simultaneously their biggest challenge and their most important goal. They’re expected to project authority and make decisions while secretly feeling like imposters.

Why this matters: Insecure leaders create insecure teams. When managers don’t trust their own judgment, they can’t inspire confidence in others or make the bold decisions that drive business results.

6. Organizations Lose $15.4 Billion Annually Due to Middle Manager Turnover

With replacement costs reaching 200% of departing managers’ salaries

The financial impact is staggering. This isn’t just about the cost of recruiting and training replacements—it’s about the lost productivity, disrupted projects, and damaged team morale that comes when middle managers leave. Yet most organizations continue to treat middle management as a cost center rather than a strategic investment.

Why this matters: The same research shows that organizations with strong middle management see 3-21 times higher returns. The choice isn’t whether to invest in middle managers—it’s whether to profit from that investment or pay the cost of neglecting it.

The Opportunity

While these statistics paint a grim picture, there’s reason for hope buried in the data. Middle managers aren’t giving up. They’re asking for help. 40% are desperately seeking purpose in their work. 22% want to level up their leadership skills. They’re not just going through the motions; they’re actively seeking meaning and growth.

The organizations that recognize this moment as an opportunity rather than just a crisis will be the ones that emerge stronger. Because when companies invest in developing confident, purpose-driven, well-supported middle managers, everything else gets easier.

If you’re looking for ways you can support your own middle managers, shoot us a note here. And feel free to read the report here.

The Leadership Trick That Takes 3 Minutes and Changes Everything

Posted on August 28, 2025August 28, 2025 by Team Simon

Picture this: You’re a distribution center leader with engagement scores in the basement. Your team feels invisible, disconnected, and frankly, like they’d rather be working anywhere else. But there’s one team in the building that’s different. Their engagement scores are through the roof. They would do anything for their leader.

So what’s her secret?

A notebook and three minutes.

During a recent Live Session for Optimism Library subscribers, leadership researcher Zach Mercurio, Ph.D., revealed a deceptively simple practice he once observed that has the power to profoundly change workplace relationships. The leader in question kept a notebook where every Friday, she’d write down her team members’ names and note one thing each person mentioned during the week—a struggle, a complaint, something they were worried about.

Come Monday morning, she’d check in: “Hey, I remember that equipment wasn’t working for you last week. Did we get that fixed?” Or: “You seemed nervous about that meeting. How did it go?”

As she told Mercurio: “There’s magic in being remembered.”

Why This Works (And Why We Usually Don’t Do It)

The science backs this up. When someone shows us we matter through remembering details about our lives, it releases oxytocin—the trust hormone. But here’s the kicker: most of us are terrible at doing this naturally. We’re too busy, too hurried, too focused on the “what” and “how” of our work to remember the “who.”

As Mercurio explained, “Hurry and care can’t coexist.” When we’re rushing from meeting to meeting, multitasking during calls, or racing through our email backlog, we miss these opportunities for connection.

Making It Practical: Your Monday Morning Game-Changer

Here’s how to implement this practice starting tomorrow:

Ask better questions: Instead of “How are you?” try “What has your attention today?” or “What’s been taking your energy this week?” These questions actually get answers.
Actually listen: When someone shares something – their kid’s soccer game, a presentation they’re nervous about, a project that’s frustrating them – mentally note it. Better yet, jot it down after the conversation.
Follow up: This is where the magic happens. Next time you see them, reference what they shared. “How did Jamie’s soccer tournament go?” “Did that presentation go as well as I knew it would?”

The Trust Fall Myth

Here’s something interesting that came up during the Q&A: Remember those corporate trust falls and team-building exercises? Mercurio had some thoughts on those, too. The problem isn’t the trust fall itself—it’s when your daily reality doesn’t match the symbol.

“No amount of symbolic action, ritual, platform, program, perk, or promotion can make up for daily interactions in which you don’t feel that you matter,” he said.

In other words, skip the trust falls. Do the check-ins instead.

But What If You’re Too Busy?

One Q&A participant asked the question we’re all thinking: “How do you find time for this when you’re swamped?”

Mercurio’s response was perfect: “Name one financial metric that is not impacted by a human being and how they feel.”

After all, even automated sales through a website originate with a person.

The truth is, we often underestimate our impact. Research shows we consistently undervalue how much small gestures mean to others. That quick check-in you think is too minor to matter? It might be the thing that keeps someone engaged, productive, and loyal to your team.

Start Small, Start Tomorrow

You don’t need to revolutionize your leadership style overnight. You just need to remember one thing about one person and follow up on it. That’s it. Three minutes on Monday morning to show someone they’re not invisible.

As that distribution center leader discovered, there really is magic in being remembered. And unlike trust falls, potluck lunches, or employee of the month programs, this one actually works.

Because at the end of the day, people don’t need another pizza party. They need to know they matter. And sometimes, all that takes is someone remembering to ask about their kid’s soccer game.

Want to be the type of leader people want to work for? Explore Simon’s Optimism Library today.

The 3 Skills 57% of Middle Managers Are Desperately Missing

Posted on August 25, 2025August 27, 2025 by Team Simon

The story plays out everywhere: brilliant individual contributors get promoted to manage people with nothing more than “figure it out as you go.”

No wonder middle managers are the most miserable people in any organization. That’s not our opinion. It’s theirs.

We surveyed 971 middle managers worldwide for our new report, “The Top 10 Things Middle Managers Desperately Need (But Are Afraid to Ask For).” The findings were heartbreaking: 57% are actively struggling with fundamental leadership capabilities that were never part of their training.

They spend just 41% of their time on actual people management. The rest? Administrative busywork.

But here’s the hope: they’re hungry for growth. They want to be the leaders their teams need. They just need someone to show them how.

Our research identified three critical skill gaps that, once addressed, transform both manager confidence and team performance.

The 3 Skills That Change Everything

1. Human-Centered Communication

The skill 55% struggle with most

This is about more than writing better emails. It’s about the conversations that keep managers awake at 2 AM:

– How do you correct someone without crushing their spirit?

– How do you motivate someone who’s checked out?

– How do you disagree with your boss without career suicide?

Most learn through trial and error, leaving damaged relationships behind. Managers see themselves as “coaches,” yet reality forces them into taskmaster roles, buried in spreadsheets instead of building people.

In practice: Master courageous conversations. Deliver feedback that grows people. Create psychological safety where team members feel heard and valued. (If you’re looking to level up skills like these, feel free to explore The Optimism Library, home to all of Simon’s great leadership frameworks.)

2. Virtual and Hybrid Leadership

The challenge facing 43.4% of managers

Hybrid work changed everything about managing people. Most managers still apply in-person techniques to virtual environments, creating “productivity paranoia”—disconnected leaders who micromanage and erode trust.

“Management by walking around” dies when half your team works from different locations. Managers need new frameworks for building culture, maintaining performance, and fostering relationships across screens and time zones.

In practice: Master “management by checking in”—frequent, shorter, purpose-driven conversations. Read virtual body language. Facilitate engaging online meetings. Create rituals that maintain team connection across distances.

3. Emotional Intelligence and Resilience

The foundation 75% are missing

The most overlooked skill: managing your own emotional state while helping others navigate theirs. Our research shows 75% of middle managers experience burnout—making them the most stressed level in any organization. Nearly half (43.2%) feel fundamentally disconnected from work.

When managers can’t handle their own overwhelm, they can’t support their teams. This cascades downward: Gallup research confirms managers account for 70% of variance in employee engagement.

In practice: Build stress management systems beyond “take a deep breath.” Learn to absorb pressure from above while shielding teams below. Develop emotional stamina for leading people through uncertainty.

The Path Forward

Middle managers aren’t asking for miracles. They want practical training in the human side of leadership. Skills that can be learned, practiced, and mastered with the right support.

Organizations that see this as opportunity, not crisis, will win. When companies invest in developing these capabilities, they see dramatic improvements: better strategy execution, stronger culture, higher retention, improved results.

The question isn’t whether your middle managers need these skills—the research proves they do. The question is whether your organization will provide the support they need.

Because when you have confident, emotionally intelligent, communication-savvy middle managers, everything gets easier. Strategy gets implemented. Culture strengthens. People stay. Results soar.

The potential is already there.

We just need to notice it.

7 Things Gen-Z Employees Shouldn’t Say to Their Bosses

Posted on July 10, 2025July 10, 2025 by Team Simon

Imagine a time when newspaper headlines are absolutely roasting an entire generation of workers. They’re calling them lazy, entitled, and fundamentally allergic to hard work. The media is having a field day tearing apart these young employees who just don’t seem to “get it.”

Sound familiar?

Plot twist: Those headlines weren’t about Gen-Z. It was the early 1990s, and they were about Gen-X.

“The paradox is that on one hand, members of this generation don’t want to be ruled by the company. They want to have a life. On the other hand, they’re impatient waiting for job promotions and want all the perks associated with ‘paying one’s dues.'”

“The boring twenties: grow up, crybabies, you’re America’s luckiest generation.”

“They crave entertainment, but their attention span is as short as one zap of a TV dial.”

Welcome to the timeless tradition of workplace moral panic. Every generation gets the same treatment with slightly different vocabulary. Gen-X was “slacking.” Millennials were “entitled snowflakes who needed participation trophies.” Now Gen-Z is “too authentic” and “doesn’t understand professionalism.”

As Mark Twain never actually said (but definitely should have): History doesn’t repeat, but it sure does rhyme.

Here’s What’s Actually Happening

If you’re a member of Gen-Z, you grew up in a world where authenticity was currency. Your parents told you to “just be yourself,” social media rewarded realness over perfection, and then COVID hit. Suddenly everyone was working in sweatpants for two years. Meanwhile, your bosses grew up watching movies where people wore actual suits to work and said things like “synergy” without a trace of irony.

Add to that the fact that you witnessed the 2008 financial crisis at a formative age, watching parents and loved ones navigate layoffs and economic uncertainty. Of course you approach work differently. You’ve seen how quickly “company loyalty” can evaporate when budgets get tight.

But here’s the thing: those older generations? They were once workplace rookies too, figuring it out as they went along. They’re not trying to crush your spirit. They’re just operating from a different playbook while trying to keep their own careers intact.

So let’s bridge that gap. The following seven phrases might feel natural to say, but they’ll make your boss’s eye twitch, and potentially derail your career trajectory. This is about more than selling your soul to corporate culture; it’s about strategic communication.

1. “That’s Not My Job”

Why it backfires: Every generation before you heard this phrase as code for “I’m not a team player.” Even when you’re technically right about job scope, it lands like a brick wall.

The reality: Boundaries are crucial, and you shouldn’t be expected to do everyone else’s work. But there’s a way to protect your time without sounding inflexible.

Try this instead: “I’m happy to help with that. Can we discuss how this fits with my current priorities?” You’re still protecting your bandwidth, but you’re doing it in Corporate Speak™.

2. “I Don’t Check Email After Hours”

Why it backfires: Boundaries are beautiful, and work-life balance is essential. But announcing this like you’re leading a revolution can come across as inflexible, even when you’re just trying to set clear expectations.

The reality: Different roles and industries have different norms around availability. What matters is being clear about expectations upfront.

Try this instead: “I typically handle emails during business hours to ensure I can give them my full attention. If something urgent comes up after hours, feel free to call me at any time and I’ll jump right on it.” Same boundary, more professional packaging.

3. “Can We Do This Remotely Instead?”

Why it backfires: You’ve experienced the productivity boost of working from home, and you know that commuting two hours for a 30-minute check-in doesn’t make sense. But asking to work remotely for everything—especially when you’re new—can signal that you’re not invested in team culture.

The reality: Remote work is still being figured out by most organizations. Some things genuinely work better in person, especially relationship-building and complex problem-solving.

Try this instead: “I’m flexible on location for this. What works best for the team?” Show that you’re thinking about effectiveness for everyone, not just convenience for you.

4. “I’m Not Really a Morning Person”

Why it backfires: Here’s some tough love: no one cares about your circadian rhythms in a 9-to-5 world. Your boss probably isn’t a morning person, either.

The reality: Most workplaces still operate on traditional schedules, and being present (mentally and physically) when you need to be is part of the job.

Try this instead: Work on solutions rather than announcements. Develop a morning routine, adjust your sleep schedule, or find other ways to be alert when it matters. If you genuinely need accommodation, discuss it privately with HR.

5. “This System is So Outdated”

Why it backfires: Yes, you’re probably right. Yes, there’s definitely a better app for that. Yes, you could build something more efficient in your sleep. But leading with criticism makes you sound like you think everyone before you was incompetent.

The reality: Sometimes organizations change slowly for good reasons, whether it’s legacy systems, budget constraints, training costs, and the risk of disrupting workflows.

Try this instead: “I’ve been thinking about ways we might streamline this process. Would you be open to discussing some options?” Same observation, but now you’re a problem-solver instead of a critic.

6. “I Saw Your Personal Instagram/TikTok/Facebook”

Why it backfires: Just because your boss accepted your follow request doesn’t mean their weekend kayaking trip or their kid’s graduation photos are appropriate conversation starters at work. The lines between personal and professional are blurry enough. No need to make them worse.

The reality: Social media boundaries at work are still evolving, and many people prefer to keep their personal lives separate from their professional relationships.

Try this instead: Keep the social media observations to yourself, even if their vacation photos from 2019 were genuinely amazing.

7. “This Could Have Been an Email”

Why it backfires: Look, you’re absolutely right. That 45-minute meeting about the meeting you’re going to have about the project timeline definitely could have been a Slack message. But saying this out loud is like pointing out that someone’s expensive haircut looks terrible. In other words: It’s accurate, but not helpful.

The reality: Your boss probably knows it too, but they’re dealing with their own boss who loves meetings about meetings. Sometimes the meeting exists for political reasons you’re not seeing.

Try this instead: Just smile, take notes, and save your energy for battles that matter. If you want to suggest more efficient communication, do it privately and focus on solutions.

The Bottom Line

We’re not trying to turn you into a corporate robot. Your authenticity, fresh perspective, and ability to see through outdated systems are genuinely valuable assets. But learning to translate your thoughts into workplace-appropriate language is simply strategic communication.

Think of it like code-switching. You probably talk differently to your grandmother than you do to your college friends, right? Same energy, different audience.

Your ideas matter. Your perspective is needed. Your generation is already reshaping how work gets done. You just need to package it in a way that is effective for everyone, especially you.

For more ways we can help you grow at work, you can explore Simon’s 250 career-building lessons here.