Category: Employee Development

The Three Words That Make Recognition Actually Stick

Posted on May 7, 2026May 6, 2026 by Team Simon

“Great job today.”

We’ve all said it. We’ve all meant it. And most of the time, it evaporates before the person we said it to even makes it back to their desk.

Not because we didn’t mean it. But because vague praise, however warmly delivered, doesn’t teach anyone anything. It feels good for a moment and then it’s gone. And we wonder why recognition never seems to land the way we hope it will.

The recognition and renewal conversation is something different. It’s specific. It names a behavior. It connects what someone did to the culture we’re all trying to build together. And then it does something most recognition completely skips: it invests in where that person wants to go next.

Here’s the difference in practice. A colleague pauses a meeting to invite pushback before a decision gets locked in. We could say “great move today” and move on. Or we could say: “When you paused the meeting to invite dissent before we locked the plan, you protected us from a decision we’d have regretted. That’s exactly what ‘seek the truth over speed’ looks like in real life.”

Everyone in earshot just received a masterclass in what this culture actually rewards. And the person we’re speaking to now has a clear, concrete picture of what they did and why it mattered, not a warm feeling that fades by Thursday.

Simon describes this as “targeted instruction disguised as gratitude.” And Albert Bandura’s research on social learning explains why it works so well. Humans learn primarily through observation and imitation. Specific, visible recognition doesn’t just teach the person receiving it. It teaches everyone watching. One moment of precise praise becomes a cultural data point that the entire team files away.

The renewal half is where most leaders stop short. Before we wrap up, we ask one more question: “Where do you want to stretch next, and what would make that feel possible?” That question sends a signal that we care about their growth, not just their output. We’re not cataloguing a past win. We’re investing ahead of the next one.

Then we close with one small, concrete commitment, something either of us will follow through on this week. Not “let’s keep this conversation going.” An actual thing. A name, a meeting, a door we’ll open.

Specific praise becomes a blueprint. Renewal turns today’s win into tomorrow’s courage.

And “great job today” becomes something someone actually remembers.

The Hardest Thing a Leader Can Do Is Nothing

Posted on May 6, 2026June 4, 2026 by Team Simon

Most of us became leaders because we’re good at solving problems. We walk into a room full of chaos and we see the path forward. That skill is real, and it got us here.

But there’s a kind of conversation where that exact skill becomes the obstacle.

Someone on our team asks for a few minutes. They start explaining a challenge with a project. And somewhere in the first 60 seconds, we start building the solution. We’re still nodding. We might even be making good eye contact. But we’re already three steps ahead, constructing the answer we’re about to deliver.

And then we deliver it. And the person across from us says “yeah, thanks” in a way that means something else entirely.

What they needed wasn’t our answer. What they needed was to feel not alone. And we skipped straight past that to the part we’re comfortable with.

The listening-only conversation is exactly what it sounds like. Our entire job, for the duration of it, is to understand, not to fix. Someone is overwhelmed, frustrated, or stuck. And what they need most is a leader who can stay present long enough to let them get to the real thing.

Because the real thing is almost never the first thing they say.

Here’s a move that sounds almost too simple to work: before any difficult conversation begins, ask one question. “Do you want me to listen, or would you like help solving it?” Research on therapeutic communication shows this single question reduces the speaker’s distress immediately, because it gives them agency in the exchange. We’ve handed them the wheel before we’ve even started.

Then we listen. Not for gaps in the logic we can fill. Not for the moment our solution becomes relevant. We listen for what’s underneath. “Tell me more.” “What else?” “What does that feel like from the inside?” We go one level deeper each time, and we let the silence do its work between questions.

Simon has noticed this pattern especially at senior levels: the more authority we carry, the heavier our words land. A casual reaction from a senior leader can spiral into a week of anxiety for someone three levels below. Which means our instinct to jump in and reassure, to problem-solve, to move toward resolution, isn’t neutral. It’s weight. And sometimes the most generous thing we can offer is to put that weight down and just be present.

We can even say it directly at the start: “I’m here to understand, not to fix.” Four words that give the other person permission to keep going past the surface version of the problem.

The leaders we remember for a lifetime are rarely the ones with the sharpest answers. They’re the ones in whose presence we felt safe enough to say the true thing.

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.

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How to Hook Your Audience in 30 Seconds, According to Simon

Posted on February 19, 2025February 19, 2025 by Team Simon

Picture yourself at your last presentation. You probably started with some context: “Over the past two years, we’ve been analyzing…” or “I’d like to talk to you today about…” Now imagine instead walking in and saying: “The year is 1963. January. Vietnam.”

Feel the difference?

“Most people start with stuff that doesn’t matter,” says Simon. “They tell you the lesson they want you to learn, then tell you the story as an example. But it works much more effectively when you start with the story itself—when you start with the emotion.”

It turns out, we might be overthinking our openings. Here’s how to grab your audience from the first sentence (and why it’s simpler than you think):

Start Where the Action Is

Remember writing essays in school? We were taught to start with background, context, the “setting up” paragraph. Simon suggests something different: Write that first paragraph—then delete it.

“Just start where the action happens,” he advises. “Don’t worry about the lead-up. Don’t worry about saying ‘I’ve been thinking about this for quite a while now…’ Just begin.”

Trust Your Audience’s Patience

Here’s something reassuring: You don’t need to explain why you’re telling a story right away. “People are patient,” Simon explains. “They’ll listen without knowing why they’re listening—if it’s a well-told story.”

In fact, that curiosity can be powerful. When people think “Where is this going?”—that’s not a bad thing. It means they’re engaged.

Three Ways to Start Strong:

Set the Scene Simply: “The year is 1963…” Sometimes that’s all you need. Let people’s imaginations do the work of filling in the fashions, the environment, the mood.

Jump Into Action: Skip the build-up. Start where something happens. As Simon puts it, “When we start a story where the action happens, I’m saying ‘This story is for you, and I want you to be a part of this with me.'”

Save the Lesson: Here’s the game-changer: Don’t start by telling people what they should learn. Start with the story that makes them want to learn it. “When you’re giving the explanation after,” Simon shares, “you’re not talking at them—you’re bringing them along with you.”

A Simple Test for Your Opening

Next time you’re preparing a presentation, try this: Write your introduction as you normally would. Now look at your second paragraph. Could that be your opening instead?

As Simon puts it: “There’s no right way to start a story—but there are more engaging ways.” The goal isn’t perfection; it’s connection. Start where it gets interesting, and trust that your audience will come along for the ride.

Let’s See This in Action

Here’s how a lot of people might start a presentation about a new team collaboration tool:

“Good morning everyone. Today I’d like to talk to you about improving our team’s efficiency. Over the past six months, we’ve been analyzing our workflow patterns and researching various solutions. Our studies show that teams spend approximately 23% of their time searching for information across multiple platforms, and…”

Cue the audience checking their phones.

Now, here’s how you could start the same presentation:

“Last Wednesday at 3am, Sarah from Marketing was in tears. The biggest campaign of her career was launching in six hours, and she couldn’t find the updated brand guidelines anywhere. Not in Slack. Not in Drive. Not in any of the 47 email threads she’d searched.

“Finally, she found them—buried in an email from last June, hidden in a folder called ‘Misc 2023.’ She’d been looking for three hours. The campaign was due at 9am. Later, she discovered three team members had the file all along, each working from different versions.

“Sarah’s story isn’t unique—it happened again yesterday to the sales team during their biggest pitch of the quarter, and it’ll happen tomorrow to someone else on your team unless we do something about it. Let me show you what that something could look like.”

Feel the difference? The second version:

Raises emotional stakes (tears, biggest campaign)
Adds specific details (47 email threads, biggest pitch of the quarter)
Creates more urgency (six hours, biggest campaign)
Makes the problem more personal (someone else on your team)
Maintains credibility (doesn’t go over-the-top)
Sets up solution more compellingly

The data, research, and context can come later. First, give your audience a reason to care.

Because in the end, a great opening isn’t about being perfect—it’s about making people look up from their phones and think, “Wait, this matters to me.”

Ready to tell better stories? Dive into “Storytelling Secrets from Simon”—out now in The Optimism Library.

These Conversations Are Quietly Killing Your Career (And How to Fix Them)

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

They happen in every meeting. Every “quick chat.” Every carefully worded email. Those moments when you almost say what you mean—but not quite. When “I completely disagree” becomes “Interesting perspective…” When “This timeline is impossible” turns into “I’ll try my best.”

These almost-honest conversations feel safer in the moment. But according to Tessa White, a career HR executive at several Fortune 500 companies, they’re silently sabotaging your career.

“If you don’t have the conversation, it won’t get better,” White explains in her Optimism Library lesson, How to Succeed at Every Stage of Your Career. “No conversation, no fix.”

The Real Cost of Holding Back

We’ve all been there. You sense a project is heading in the wrong direction, but instead of speaking up, you send a carefully worded email hinting at your concerns. Or maybe you’ve sat through meetings where you knew the team was making a mistake, but chose to stay quiet to avoid rocking the boat.

“Email is such a terrible form,” says White. “It’s so rife with miscommunication and misinterpretations.”

Those diplomatic emails and half-spoken concerns might feel safer in the moment, but they create a cascade of problems: issues fester until they’re unfixable, trust erodes as colleagues sense your hesitation, and opportunities for real collaboration slip away.

Creating Space for Real Conversations

The good news? You can start changing this pattern today. White suggests beginning with something simple but powerful: creating the right conditions for honesty. “You can’t make somebody have the conversation with you,” she acknowledges. “You can only do your best to create the conditions to have an open conversation and let it remain open.”

This might mean inviting a colleague for coffee instead of sending that careful email. It could mean starting your next team meeting by acknowledging the elephant in the room. The key is shifting from hints and implications to clear, respectful directness.

The Language of Complete Communication

Think about how different these conversations could be. Instead of saying “That meeting was… interesting” and hoping someone picks up on your concern, try “I have some specific concerns about the direction we discussed. Could we talk through them?” Rather than suggesting “Maybe we should consider other options…” say “I don’t think this approach will get us where we need to go, and here’s why…”

The most trusted people at work aren’t those who tell others what they want to hear—they’re the ones who can deliver honest feedback with respect and clarity. As White reminds us, getting comfortable with discomfort doesn’t mean you’re in the wrong place; it means you’re growing.

Making the Shift

Start by identifying one conversation you’ve been having halfway. Maybe it’s with your manager about your workload, or with a colleague about a project’s timeline. Write down what you really need to say—not the diplomatic version, but the honest one. Practice it with someone you trust. Then, instead of waiting for the perfect moment (it doesn’t exist), schedule the conversation.

Remember, the goal isn’t to be harsh or confrontational. It’s to be clear and kind, rather than just nice. Your career growth depends not just on what you know, but on how clearly you can communicate it. Those uncomfortable moments of complete honesty? They’re not obstacles to your success—they’re the path to it.

For more career-changing insights from Tessa White, check out her full lesson in The Optimism Library, where she shares her 25 years of HR wisdom on adding value, managing conflict, and owning your career growth.

How I Went from “I’m Too Lazy to Write” to Published Author

Posted on February 4, 2025February 4, 2025 by Simon Sinek

When I was in college I had to make a choice, did I want to do a thesis project or not?

I like research, I like learning and I like difficult problems. But I ended up deciding not to do a thesis project for one simple reason: 100 pages sounded like a lot of writing and—this is a little embarrassing—I was too lazy to do that work.

Flash forward a bunch of years and turns out I’m an author now. I’ve written hundreds of pages…more than once!

How did that happen?I was never one of those people who “thought they had a book in them.” Writing books was not my dream or my chosen career. So how did I go from being too lazy to write 100 pages to writing books?

The one thing that changed was Cause. Namely, I found one (or it found me).

A Cause is not a goal. It’s not like an ambition. A Cause is more like a membership club. Not everyone wants to be in the club, but if you find yourself in it, you’re more than happy to do whatever you need to do to serve the other members.

I still can’t say that I enjoy writing books, but every one I have written was worth it because it was not ever about the writing. It was always about contributing to something bigger than myself.

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How to Talk About Your Weaknesses

Posted on November 26, 2024November 26, 2024 by Simon Sinek

It’s hard enough that we have to talk about our strengths to others, but our weaknesses? That’s just the worst.

Even more confounding, we’re only asked to talk about our weaknesses and our strengths in an interview, but after we get the job, we’re rarely ever asked to talk about what makes us so great again. Our weaknesses, however, seem to come up in every time we make a mistake or something goes wrong. So instead of learning to talk about what makes us great, it seems more valuable to learn how to talk about what holds us back if, for no other reason, it can help us move forward.

There are two very common mistakes we make when answering the question, “what’s your biggest weakness?” In an attempt to be clever or even be honest, we can end up doing ourselves more harm than good.

1. Replacing a weakness with a strength

This one is very common. “What’s your biggest weakness?” the interviewer asks. “My biggest weakness is I’m a perfectionist,” we respond thinking we’ve outwitted the interviewer or dodged a bullet. Ironically, by not answering the question, we are making it more difficult for the interviewer, if they hire us, to put us in a position of strength. In other words, in an attempt to sound strong we increase the likelihood of being weak.

2. A little too honest

Some people when asked, “what’s your biggest weakness,” get straight into the thick of it, “I’m really disorganized. It’s really the thing that holds me back sometimes.” Though I appreciate the honesty, the answer lacks context. We may as well look someone in the eye and say, “I’m not the person you’re looking for because you can’t rely on me.”

The best way to talk about our weaknesses is to be honest about them, for sure, but in the context of the balancing strength. Here’s what I mean:

“What’s your biggest weakness?”

“I do my best work in a team. There is nothing I love more than working with others, the back and forth of ideas. I love it. In contrast, you won’t get the best work out of me if I’m always on projects that require me to work alone.”

Here’s another example:

“I’m the one who’s always looking into the future. Where others are working to figure out what we need to do tomorrow, I’m already looking for opportunities on the horizon – six months, a year, sometimes five years ahead. Organizations with a desire to innovate and go far for a long time love that about me. The flip side is I can be a little disorganized with what I need to do today or tomorrow.”

Everything in the world is balanced. For every weakness we have, we have a strength that explains or provides context for that weakness. Both these examples offer honest answers to the question but do so within the context of why that weakness exists. The result? We’re more likely to be seen as trustworthy because we’re willing to offer an honest answer to vulnerable questions and, more importantly, the person listening to us is more likely to put us in a job that highlights our strengths and mitigates our weaknesses…which is good for us and good for them.

Knowing how to talk about our weaknesses, it turns out, can be one of our greatest strengths.

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How to Make Others Feel Like They Matter

Posted on November 19, 2024November 19, 2024 by Team Simon

We recently sat down with author and researcher Zach Mercurio, Ph.D., who is something of a Jedi master on the science of leadership. In addition to teaching at Colorado State University—where he’s an honorary fellow in psychology—he regularly rappels into global organizations to train leaders, boost both morale and productivity, and help people make other people feel like they matter. He’s also an Optimist Instructor here at Simon’s The Optimism Company.

Zach is a brilliant thinker with insights you may find useful in the workplace. In this interview, he explores the link between gratitude and significance, shares strategies for creating supportive work environments, and cites a few ways we can be better leaders and colleagues. We hope you enjoy it. And if you’re curious to learn more about Zach, feel free check out his new course he teaches with Simon, called How to Be a Leader People Actually Trust (and Maybe Even Love).

This interview has been edited for length and clarity.

You talk a lot about the concept of “mattering” at work. What does that really mean?

We experience mattering when we feel valued by those around us and know how we add value to their lives. The need to feel significant to others begins at birth when we reach out our arms to find someone to care for us. From our first moments, our survival depends on mattering to someone. Our quest for significance never goes away. That’s why when our instinct and need to matter is fulfilled, it’s emotional, energizing, and life-giving.

What are some common signs that someone in an organization feels like they don’t matter?

When people feel insignificant, they either withdraw or act out in desperation. Signs of withdrawal are isolating oneself, disengaging, or showing less interest than usual. “Quiet quitting,” for example, is actually the inevitable withdrawal response to someone who feels insignificant at work.

Another consequence of withdrawal is loneliness. Loneliness, research shows, isn’t an outcome of having too few people around you; it’s the consequence of feeling that you don’t matter to the people around you.

People can also act out in desperation when they feel insignificant. In my practice, complaining, blaming, gossiping, or other “so-called” disruptive behaviors are often the result of people feeling insignificant and seeking to be seen or heard.

How do you think workplaces can get better about seeing employees and making them feel valued?

Showing others how they matter seems like common sense. The issue is that common sense is usually not common practice. One survey revealed almost 30 percent of employees feel invisible or ignored. Only 15 percent of people say thank you at work regularly.

If you want people to show others how they matter, make sure they have opportunities to learn, hone, and practice the essential skills of seeing and hearing others, showing meaningful gratitude, and ensuring others feel that they are needed.

Then, take a look at your environment. Does your environment make it possible for people to enact these behaviors? Do you evaluate these behaviors? Do you reward these behaviors? As W. Edwards Deming once said, “Every system is perfectly designed to get the result it does.”

Is your system designed to ensure people feel that they matter?

What’s a simple way we make people feel like they matter?

One simple way to show someone the difference they make in your life is to use the words, “If it wasn’t for you…” and then show them exactly how and why you rely on them. Try it today, and you will see and feel the power of mattering. Trust me.

What advice would you give to someone who struggles with feeling like they matter?

You can’t change how others treat you. But you can learn to see your significance by focusing on the unique difference you make in others’ lives daily. We sometimes miss out on seeing this impact due to what’s known as the “underestimation bias,” which is our tendency to downplay the impact our actions have on others. My advice is to overestimate your effect on others. Your small actions make more of a difference than you think.

What small actions could we focus on?

Look for small moments where you made a difference today. It doesn’t have to be big. Even if you can remind yourself, “I smiled at my barista,” “I made my kids’ lunch,” or “I helped my co-worker complete a project,” these statements are rooted in reality and can show you the evidence of your significance.

Two questions I ask my kids at the end of the day are: “Who did you help today? Who helped you today?” The questions we ask ourselves determine what we pay attention to. Ask yourself questions that direct your attention to your inevitable impact.

It’s important to remind yourself how you’re needed. If you’re here reading this, someone depends on you. It could be a partner, child, family member, co-worker, boss, or client—even a stranger. Someone needs you today.

You mentioned “meaningful gratitude.” Can you explain the connection between gratitude and mattering?

To maintain the belief that we matter, we must see the evidence of our significance around us. When we express gratitude for another person, we remind them that their unique presence matters in our lives. Showing gratitude is a social skill. As psychologist and gratitude expert Robert Emmons describes, gratitude is an “affirmation of the good.”

The hallmark of meaningful gratitude is that it is affirming. When we affirm someone, we strengthen the belief that they’re significant.

And it’s not just saying “thank you.” It’s more.

Right. Meaningful gratitude is specific and tied to one’s impact. Anytime you’re going to say “thank you,” go one step further and show people the difference they make for you and how they make it. Remember to name the unique gifts you see in them and show them how they made a difference in your life or work.

Some research shows that showing gratitude can improve our relationships in a matter of days. How? Experiencing gratitude activates what’s known as our reward system and releases dopamine. Gratitude also changes our neural pathways in areas controlling empathy and interpersonal bonding.

What’s a story of gratitude that has stuck with you?

I once led a workshop with about 200 school staff and teachers, asking them to write down the moment they most felt like they mattered. That’s when I noticed Jeanine in the middle of the auditorium, shaking her head, looking upset. When I asked her if she’d share her thoughts, she said, “I can’t think of a moment. I’ve been here 14 years, but I’m just administrative support. I do the schedules and paperwork processing.”

Suddenly, teachers began raising their hands. One said, “I wouldn’t have a class to teach if you didn’t do your job.” Another added, “You’re so good at what you do—always quick, always thorough.” And yet another said, “Our kids wouldn’t graduate if you didn’t process the transcripts.” One by one, they expressed how much she meant to them.

Afterward, Jeanine came up to me and said, “I guess I do matter.” That moment stayed with me. It showed how meaningful gratitude can affirm someone’s significance. Jeanine saw, in real time, the impact of her work. It was powerful—and a reminder of how rare and necessary that affirmation is for so many.

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Why Being Healthy Isn’t Just About You

Posted on November 19, 2024November 19, 2024 by Team Simon

When most people think about getting healthy, the focus is usually on themselves: living longer, feeling better, or avoiding illness. But what if the real reason to prioritize your health isn’t just for you—it’s for the people you care about?

“Illness starts with I, wellness starts with we,” bestselling author Mark Hyman, M.D., told Simon on this week’s edition of A Bit of Optimism.

Think about it: when you’re run-down, sluggish, or just feeling lousy, it’s hard to be a great parent, friend, or partner. You can’t be fully present. And if you’re dealing with chronic health issues, those closest to you are affected, too.

Simon sums it up: “I choose to eat well, not for me, but so I can be a better friend, a better parent, a better partner.”

“You’re Only As Healthy As Your Five Closest Friends”

Hyman shared research that underscores how interconnected our health really is. Studies show that when one person in a group makes a healthy change—like quitting smoking or eating better—their friends are more likely to follow. “You’re only as healthy as your five closest friends,” he said.

But there’s a flip side, too. Hyman highlights that loneliness is as dangerous as smoking two packs of cigarettes a day. And it’s everywhere—making it harder for people to maintain good mental health.

Here’s the kicker: poor health and isolation feed into each other. If you’re not feeling your best, it’s harder to connect with others. And without those connections, your mental and physical health can suffer. It’s a vicious cycle, but one, Hyman says, we can break by treating wellness as a team sport.

Healthy Habits as Acts of Service

This mindset shift—from taking care of yourself for your sake to doing it as an act of service—can be powerful. When you eat better, exercise, or get enough sleep, you’re not just doing it to avoid diabetes or live longer (although those are nice perks). You’re doing it so you can be the parent who’s patient, the friend who listens, or the partner who’s truly present.

So, the next time you’re thinking about skipping that workout or grabbing junk food, ask yourself: how will this choice impact the people I care about? Because staying healthy isn’t just about living longer—it’s about showing up, fully and wholeheartedly, for the people who matter most.

For the full conversation between Dr. Hyman and Simon Sinek, check out A Bit of Optimism. It’s an inspiring reminder that our health choices echo far beyond ourselves.

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