Category: Employee Engagement

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.

The Conversation You’ve Been Sitting On for Weeks

Posted on May 5, 2026May 5, 2026 by Team Simon

We all have a conversation we know we need to have, that we’ve been circling for days or weeks or, if we’re honest, longer than that. The missed deadline we mentioned sideways at the end of another meeting. The pattern of behavior we’ve hinted at but never named. The friction on the team that everyone can feel but no one will say out loud.

We sit on these conversations because we believe, somewhere underneath the logic we give ourselves, that not having them is the kinder choice. We’re protecting the relationship. We’re picking our battles. We’re waiting for the right moment.

But here’s what we know after watching this play out across organizations for decades: the longer we wait, the more we’re actually withdrawing from the relationship. Every time we swallow the truth, we erode a little trust. And the other person, more often than not, already senses something is wrong. They just can’t see it clearly because we haven’t named it.

The difficult truth conversation is accountability delivered with dignity.

Here’s how to hold it well. First: give it its own time and space. Not tagged onto the end of another meeting. Not squeezed into a hallway. A real, dedicated conversation, because the other person deserves that signal: this matters enough to warrant its own time.

Open by naming what you’re doing. “I need to have a difficult conversation with you. I may get some of this wrong, and I’ll need your help, but it matters enough to address.” That sentence alone changes the whole temperature of what follows. We’re not delivering a verdict. We’re entering something together.

Then get specific about behavior, not character. This is the part most of us miss. “When the deadline slipped without an early heads-up, the team lost two days of testing” is a fact with consequences. It gives someone something to actually work with.

Then ask: “What am I missing?”

Research in organizational psychology consistently shows that perceived fairness in feedback, more than its content, determines whether people grow from it or retreat from it. The fairness signal matters. And the clearest fairness signal we can send is: I’m bringing you the full picture, I’m being specific, and I genuinely want to hear your side.

Simon describes this as “accountability is care with consequences.” Hard conversations are not the opposite of caring for someone. Done right, they are the expression of it. Trust tends to rise after a well-held difficult conversation, not fall.

Here’s the smallest shift we can make this week: if there’s a conversation we’ve been sitting on, name it. Find 30 minutes that belong only to it. Open with that one line: “I need to have a difficult conversation with you. I may get some of this wrong, and I’ll need your help.” Then say the specific, behavioral thing we’ve been circling.

We’ll probably feel relief before we even finish the first sentence.

The Conversation You Shouldn’t Skip Before Every Big Project

Posted on May 5, 2026May 5, 2026 by Team Simon

Almost every team problem we can name traces back to a conversation that happened badly or never happened at all. And nowhere is this more true than at the very start, before a project begins, before someone steps into a bigger role, before a big ask lands on their plate.

This is the “enrollment conversation.” And most of us have never had one.

The enrollment conversation is about inviting someone into a cause. It opens differently than a typical handoff: “Here’s the problem we’re trying to solve for our customers. Here’s why it matters right now. And here’s why I believe you specifically are the right person for this.”

Then comes the part a lot of us skip: “What part of this actually energizes you? And what would help you do your best work here?”

That last question means the difference between managing someone toward an outcome and building something together.

Simon’s research into purpose-driven leadership consistently shows that when we lead with why, people stop asking “what do I have to do?” and start asking “what can I contribute?” Self-determination theory, developed by psychologists Edward Deci and Richard Ryan and now one of the most robust frameworks in organizational psychology, tells us that humans have three core needs at work: autonomy, competence, and the belief that their work means something beyond a paycheck. A proper enrollment conversation activates all three at once.

Gallup’s engagement research has found, year after year, that only about a third of employees feel genuinely engaged at work. The rest show up. They do the job. But they’re not bringing the part of themselves that would actually make a difference. And often, that gap opens in the very first conversation, the one where we handed them a task instead of extending an invitation.

Here’s what this looks like in practice: Before your next project kickoff, before you forward the brief and set the deadline, try something different. Sit down first. Explain the problem you’re actually trying to solve. Name why it matters to real people. And then say what you genuinely believe: “I think you’re the right person for this because…” and actually finish the sentence with something specific.

Then ask the question most leaders skip. Ask what energizes them about it. Ask what they’d need to do their best work. Then be quiet and actually listen.

You might be surprised by what you hear. And you’ll almost certainly get better work out of it.

That’s where the leadership lifestyle actually lives.

What Most Leaders Miss When Looking at Their Data

Posted on March 24, 2025March 24, 2025 by Team Simon

Have you ever noticed how easily numbers can replace people in our conversations at work?

“We need to improve customer satisfaction by 20%.” “Our retention metrics are down this quarter.” “The data shows we’re losing market share.”

These statements represent valuable business insights. And according to Simon, complementing them with the human element can elevate your leadership to extraordinary levels.

The Human Behind the Number

During a recent talk at Brandeis University, Simon shared a powerful story that perfectly captures one of his most compelling leadership insights:

A university was running a scholarship fundraising campaign with volunteers making phone calls to potential donors. The results were disappointing—numbers were flat or declining despite their best efforts.

Then, something remarkable happened.

The organizers brought in a scholarship recipient—let’s call her Stacy—to speak to the volunteers for just five minutes. Stacy shared how the scholarship had changed her life, the opportunities it created, and the profound impact it had on her future.

What happened next? The fundraising numbers skyrocketed.

Why? Because suddenly, the volunteers weren’t just dialing for abstract “dollars” or “metrics.” As Simon explained, “They were doing it for Stacy over there. I’m calling you because I’m damn well going to get more money for people like Stacy. And it became deeply personal.”

The Opportunity of Ethical Clarity

This story illustrates what Simon calls “ethical fading”—a pattern Simon identifies where leaders can benefit from reconnecting with the human impact of their business decisions.

“Ethical fading is when people make decisions while still believing they are within their own ethical framework,” Simon explained.

We see this opportunity for greater ethical clarity when pharmaceutical companies describe pricing changes as “optimizing pricing strategy” or when financial institutions focus exclusively on “meeting sales objectives.”

The business language we often use—externalities, optimization, metrics—presents an opportunity to bridge the gap between our decisions and their human impact.

The Simple Practice That Changes Everything

The solution Simon offers is beautifully straightforward and powerful: Put a human face on your data points.

Here’s how you can implement this practice starting today:

Invite customers to team meetings: Have a real customer share how your product or service impacted their life, either in person or through video.
Create “impact moments:” Share specific stories of how your work affected someone, not just aggregate satisfaction scores.
Use names alongside numbers: When discussing data, connect it to individuals: “This means we can help 270 people like Sarah access healthcare next month.”
Reimagine your metrics: For every performance indicator you track, ask: “What’s the human story behind this number?”
Field visits: Regularly get your team out to meet the people they serve, whether customers, patients, students, or communities.

The Ripple Effect of Rehumanizing Leadership

When you consistently connect your team to the humans behind their work, remarkable things happen:

Performance improves: Like those scholarship fundraisers, your team becomes motivated by purpose, not just metrics.
Ethical decision-making strengthens: It’s much harder to make choices that harm people when you can picture their faces.
Innovation flourishes: Understanding real human needs sparks creative solutions that data alone might miss.
Team cohesion deepens: Shared purpose creates stronger bonds than shared targets ever could.

A Leadership Challenge for You

This week, try this simple experiment: Before your next team meeting, find one story that illustrates the human impact of your work. Share it at the beginning of the meeting, then notice how it shapes the conversation that follows.

Does decision-making feel different? Does problem-solving take on new dimensions? Does the energy in the room shift?

As Simon reminds us, leadership thrives when we focus on serving people alongside managing metrics. When we connect with the humans behind our data, we become both better leaders and better humans ourselves.

And in a world increasingly dominated by algorithms and analytics, that might be the most important leadership skill of all.

The Hidden Cost of “Maybe:” How Unclear Requests Sabotage Your Team

Posted on February 25, 2025February 25, 2025 by Team Simon

Picture this: You’re wrapping up a team meeting when you say, “It would be great if someone could pull together those numbers for next week.” Everyone nods. You assume Joe will handle it—he usually does. But when next week arrives, no numbers. No Joe. Just a gap where you expected results.

What went wrong?

According to communication expert and Optimist Instructor Lori Zukin, this common scenario reveals a fundamental breakdown that happens in workplaces every day: the gap between what we think we’re asking for and what others actually hear.

“When we have unclear or incomplete requests, offers, and commitments, they can frequently cause breaches of trust,” Zukin explains in a class on clear communication in The Optimism Library. Even more challenging? “People who have perfect intentions” can still fail to deliver simply because the request wasn’t clear from the start.

The High Cost of Ambiguity

These misunderstandings aren’t just minor annoyances—they can erode trust, delay projects, and create unnecessary tension between well-meaning colleagues. When someone doesn’t deliver on what you thought you asked for, it’s easy to question their competence or commitment. Meanwhile, they may be completely unaware they’ve disappointed you.

This pattern repeats itself in meetings, emails, and conversations countless times each day, creating what Zukin calls “breaches of trust” that could be easily avoided.

The SMART Request Framework

So how do we fix this communication gap? Zukin recommends transforming vague wishes into SMART requests:

Specific: Exactly what needs to be done
Measurable: How we’ll know it’s complete
Attainable: Within the person’s capabilities
Relevant: Connected to important outcomes
Time-bound: Clear deadline

Instead of “It would be great if someone could pull together those numbers,” try:

“Joe, could you compile the Q3 sales figures into the standard report template by Thursday at noon? We need this for Friday’s executive presentation, and your expertise with these numbers would be really valuable. Is that something you can commit to?”

This approach answers the critical questions: the who, what, when, why—and most importantly—gets a clear commitment.

When “Yes” Doesn’t Mean “Yes”

Even when you make a clear request, Zukin warns about another common pitfall: hedging responses.

“Obviously, they leave ambiguity about whether the task is gonna get done or not get done,” Zukin notes. “I don’t know if I can trust them to get it done, and I don’t know if they’re really gonna follow through.”

Listen for phrases like:

“I’ll try”
“I’ll see what I can do”
“Let me see how things go”
“I should be able to”

When you hear these responses, Zukin suggests a simple approach: reflect back the hedge.

“Hey, I’m hearing you say that you’re gonna see how things are going. That sounds like a maybe.”

This gentle observation gives the person a chance to either commit firmly or decline honestly—both better options than a half-hearted maybe.

From Complaints to Requests

Perhaps most powerful is Zukin’s framework for transforming complaints into effective requests.

“One of my coaches noticed that I was complaining about something,” Zukin shares, “and she said, those gifts actually usually mean that you have a request that you are not making clear, or that you’re not making at all.”

The next time you catch yourself complaining, try this four-step process:

Identify what’s frustrating you
Clarify what you actually want
Determine who can help you get it
Make a SMART request to that person

For example, instead of complaining “This client keeps changing what they’re asking for,” you might request: “Can we schedule a 30-minute call with the client by Friday to confirm the final scope of the project?”

Making It Work for You

Start by auditing your own communication. Are your requests clear and specific? Do you check for real commitment? Do you convert complaints into constructive requests?

The payoff for this small shift in communication can be enormous: fewer misunderstandings, stronger trust, and teams that actually deliver on their promises.

Because in a world of constant communication, clarity isn’t just nice to have—it’s essential for teams that want to move fast without breaking things (or relationships) along the way.

For more insights on building stronger communication skills, check out Lori Zukin’s full class in The Optimism Library, where she shares practical frameworks for transforming how your team communicates.

The Surprising Skills Your Team Needs Most (They’re Not What You Think)

Posted on February 25, 2025February 25, 2025 by Team Simon

Picture your last team meeting. Was everyone truly listening to each other? Could difficult feedback be shared openly? Did people feel safe enough to be vulnerable?

If you hesitated on any of these questions, you’re not alone. In his recent conversation about high-performing teams, Simon highlighted a surprising truth: technical skills might get you hired, but human skills determine whether teams truly thrive.

“If you create an organization that doesn’t have psychological safety, where it is performance at all costs, no one will reveal any of those things because they fear it makes them firable or damages their promotability,” Simon explains.

The Hidden Skills Gap

Most organizations are laser-focused on technical capabilities—coding, analysis, design, marketing expertise—but often overlook the human skills that actually determine whether those technical skills can be effectively deployed:

Giving and receiving feedback
Having difficult conversations
Setting healthy boundaries
Creating psychological safety
Balancing individual needs with team needs

“Effective leadership involves teaching and developing human skills,” Simon says, “such as listening, giving and receiving feedback, and having difficult conversations.”

The Art of the Difficult Conversation

One of the most valuable skills Simon discusses is how to approach challenging conversations. His approach is refreshingly practical:

“Can I have a difficult conversation with you now? I might say the wrong thing, but bear with me because this conversation is more important than me doing it perfectly.”

This simple framework does three powerful things:

It asks permission
It acknowledges potential imperfection
It emphasizes the importance of the conversation over perfect delivery

The result? A much higher chance of the message being received as intended.

Balancing Agency and Boundaries

Another critical skill Simon highlights is the dance between personal agency and healthy boundaries. He shares a story about a young employee who was burning out because they never said no to colleagues who needed support.

“This person would always say yes to the phone call and would always be there to listen, to the point of burnout,” Simon recalls. The problem wasn’t just individual—it was systemic.

“We can create conditions that make it very hard for somebody to flex their agency, but we can also create conditions where they are allowed to step into it,” he explains.

For leaders, this means:

Teaching team members how to set healthy boundaries
Creating a culture where “no” is respected
Modeling balanced behaviors yourself
Recognizing when someone is overextending themselves

The Paradox at the Heart of Teamwork

Perhaps most importantly, Simon reminds us of the fundamental tension that every team must navigate:

“Every single moment of every single day we are both individuals and a member of a group. We must weigh decisions between putting ourselves first or the group first.”

Great leaders understand this paradox and create environments where both individual growth and team success are possible.

“The team is more important than any individual on the team,” Simon says, “but I have to protect every individual on the team to make the team flourish.”

Making It Work in Your Team

Ready to strengthen the human skills in your organization? Start with these steps:

Explicitly name these skills as valuable in your team
Create opportunities to practice them in low-stakes situations
Establish clear norms for how feedback is given and received
Celebrate when difficult conversations lead to better outcomes
Address violations of psychological safety immediately

Remember: Highly functioning teams aren’t just about achieving goals. As Simon explains, they’re about “the joy of the playing, the relationships built along the way, and the knowledge that their work is of greater value than simply the money they make.”

Because in the infinite game of business and life, the relationships we build and the growth we experience along the way aren’t just nice-to-haves—they’re the whole point.

For more insights on building stronger teams through human skills, explore our collection of leadership lessons in The Optimism Library.

How Gen Z is Transforming the Workplace

Posted on June 9, 2023May 16, 2024 by Rebekah Price

Embracing Gen Z’s Unique Perspective

In today’s rapidly evolving workplace, understanding the dynamics of different generations is crucial for success. So, this week on our LinkedIn page, we asked what generation (other than your own 😉) you admire most in the workplace and what specific qualities you appreciate.

The latest generation to enter the workplace, Gen Z is in the spotlight (and often under a microscope) as they navigate the start of their careers. With over 4,000 votes in our poll, it’s clear they bring a unique perspective and fresh set of skills that a number of you took the time to mention:

"I find that Gen Z has an extraordinary appreciation for fairness. I'm looking forward to seeing how they shape the workplace and economy."

Janet L.

"A lot of Gen Z's are so hungry to learn and have a unique ability to accept and change when they learn a better way of doing things..."

Scott W.

Let’s explore some other hallmarks of Gen Z employees.

Tech-Savvy and Digital Fluency

The first characteristic that sets Generation Z apart is their status as digital natives. Having grown up in a world dominated by technology, they’ve learned emerging tools and platforms with fluency. Their tech-savvy allows them to adapt quickly to new systems and processes, making them valuable assets in a rapidly changing work environment.

Organizations can leverage this by integrating cutting-edge technology into their operations, enhancing productivity and efficiency. Gen Z’s knowledge of emerging platforms and digital trends can also help companies stay ahead of the curve, enabling them to innovate and remain competitive in an ever-evolving market.

Purpose-Driven Work

One of the key aspects that sets Gen Z apart is their unwavering desire for purpose-driven work—they are determined to make a meaningful impact in their careers. Organizations that align their values and missions with Gen Z’s sense of purpose will attract and retain their talent. By showcasing how their work contributes to a greater cause, companies can inspire Gen Z employees to unlock their full potential.

Work-Life Balance and Flexibility

The COVID-19 pandemic has accelerated the shift toward remote work, and Gen Z is well-equipped to adapt to this new normal. They are comfortable using virtual communication tools and can maintain productivity while working remotely.

That said, work-life balance is a top priority for Gen Z. They value personal time and seek flexibility in their schedules. Organizations that can offer remote work options and flexible hours are more likely to attract and retain Gen Z employees. By empowering Gen Z employees to manage their time effectively, companies can create an environment that fosters productivity, creativity, and overall job satisfaction.

Collaboration and Connection

Generation Z thrives on collaboration and connection. They are accustomed to constant communication and seamless teamwork facilitated by digital tools. Employers can leverage this by providing collaborative platforms and encouraging cross-functional cooperation.

Gen Z also values open communication and appreciates regular feedback. Employers who prioritize transparent and constructive conversations cultivate a culture of trust and empowerment, fostering stronger relationships within the organization.

Adapting Leadership Styles

Traditional leadership styles may not resonate with Generation Z. They prefer a more collaborative and inclusive approach to leadership. Gen Z employees thrive when they feel heard and valued. This happens more often when leaders adopt a more collaborative and inclusive approach, focusing on mentorship and coaching. By providing guidance and opportunities for growth, leaders can help Gen Z employees develop their skills and navigate the complexities of the modern workplace.

Simon’s Thoughts on Gen Z

As a trained ethnographer, Simon has long been fascinated by people and the patterns in how we think, act, and communicate.

With so many people wondering about Gen Z and generational dynamics at work, Simon sat down with David and Jonah Stillman—a father-son research duo who specialize in generational differences and their impact on the workplace. Listen to their full conversation on A Bit of Optimism:

Then, check out these videos from Simon.

Simon and Millennials

Before Gen Z became the new generation in the workplace, Simon went viral for discussing Millennials in the workplace during an interview. Watch the full video here:

To learn more about working with Gen Z, Millennials, (and other generations) in your workplace, check out this class in the Optimism Library!

Bridging the Generation Gap at Work

Boomers, Gen X, Millennials, and Gen Z all have one thing in common: we have to figure out how to best communicate with coworkers from different generations.

..and there’s more where that came from! Subscribe to The Optimism Library for over 40 of our very best class recordings, with more added every month and online access everywhere.

Human Connection in the Age of AI: Why It’s More Important than Ever

Posted on May 19, 2023May 16, 2024 by Rebekah Price

In our fast-paced, technology-driven world, it can be easy to lose sight of the deeper and more meaningful aspects of life. We can get caught up in the pursuit of achievement, chasing after the latest trends and fads, and forget about the importance of having a personal connection to the work we do. Or, on the other hand, we may get complacent and comfortable in repeating what we’ve always done in the name of consistent success. However, as this week’s podcast guest alludes to, discovering the soul of an idea and having a personal connection to one’s work is crucial for lasting success.

What is the “soul” of an idea? As David Copperfield says,

Then it's conveying the message, the story, the feeling, the emotion. That's what's interesting. It connects. If people in the audience are amazed and cry, then it's interesting. If the people in their hearts are amazed and are inspired, then it's interesting.

David Copperfield

This personal connection can stem from various sources, such as a strong belief in the mission or a passion for the work. When we have this connection, we are more likely to be committed and persistent in our pursuit of success.

Having a strong tie to one’s work can also lead to a greater sense of fulfillment and purpose. When we feel that our work is meaningful and aligned with our values and beliefs, it can provide a sense of satisfaction and joy that goes beyond just monetary success.

But how can we cultivate this personal connection and soul in our work? One way is to question why we are doing what we are doing. Are we just following the latest trends, or do we have a genuine interest in the work? Are we doing it just for the paycheck, or do we feel that it aligns with our values and passions?

Another way is to seek feedback from others and question their opinions. David often films his illusions and reviews them with other people to continuously improve them and get their feedback. By understanding why people like something or are drawn to it, we can gain insight into the qualities that make it meaningful and significant. This can help us create work that resonates with people on a deeper level and has a lasting impact.

In addition to these strategies, it’s also important to remember that this kind of connection is not something that happens overnight. It takes time, dedication, and persistence to cultivate this connection and create work that truly matters.

This idea of soul is a word that I've never really used. I love it because I think it helps explain something ethereal as to why you should commit to something and why you should be stubborn to try and figure it out…Because it matters. And to have personal connection to the work that we do is what distinguishes a long career like yours, a 40-plus year career like yours, versus somebody who may have short term success. And the lasting success is you've got to really believe in the things you're doing. You have to have a visceral, emotional connection, otherwise it's not worth committing the energy to. I've learned that from you. And the other thing that I've learned is the desire to really understand why people like things, not because you're testing them. It's because you want to find out what you're missing or where there's something you can learn and to question people's opinions about things for growth. I think it's something I wish we would all do.

Simon

Listen to his full conversation with David:

If you have a story about someone you know inspiring people to help others or how Simon’s work has inspired you, send it to us at [email protected], and we might share it here!