For more than 25 years, Mark (now a bestselling author and in-demand coach) led large, distributed teams to record-breaking achievements by doing something organizations long dismissed as “soft”: caring deeply about people. His philosophy, grounded in research from psychology, neuroscience, and behavioral economics, shows that when people feel valued, connected, and supported, performance rises predictably and sustainably.
The conversation dismantles outdated management myths—especially the idea that well-being is a “perk” instead of a business imperative. Mark makes the case that modern workplaces must evolve, not because it sounds nice, but because the evidence is overwhelming: well-being drives productivity, engagement, retention, learning, creativity, and resilience in a rapidly changing world. This episode gives leaders not just inspiration, but actionable practices to build cultures where people flourish—and where better human outcomes translate into better business outcomes.
Well-being isn’t wellness—it’s managerial behavior. Yoga classes and meditation apps don’t create thriving employees. The largest impact on well-being comes from how people are led: being known, appreciated, coached, supported, and treated with human dignity.
Belonging is the #1 driver of well-being. More than perks or policies, people perform better when they feel accepted, respected, and connected to their team. Lack of belonging is now a stronger predictor of turnover than dissatisfaction with one’s manager.
Feelings drive performance more than logic. Up to 95% of human behavior is influenced by emotions. Positive emotions—safety, belonging, appreciation—produce higher performance. Negative emotions—fear, distrust, disconnection—drain motivation and energy.
Make appreciation a daily leadership habit. Offer one specific, authentic piece of positive feedback every day for the next seven days. Observe the effect on energy and engagement.
Strengthen belonging through micro-connection. Commit to three short relational touchpoints per day—brief check-ins, hallway conversations, or intentional messages that build connection.
Reconnect people to purpose. This week, hold a conversation with each team member about how their work contributes to something meaningful—organizationally and personally.
