Most managers are conditioned to spot errors. A more powerful strategy, inspired by Ken Blanchard, is to actively "catch people doing the right thing" and praise it. This builds an emotional bank account, reinforces desired behaviors, and improves culture far more effectively than constant correction.

Organizational success depends less on high-profile 'superstars' and more on 'Sherpas'—generous, energetic team players who handle the essential, often invisible, support work. When hiring, actively screen for generosity and positive energy, as these are the people who enable collective achievement.

A "team brag session"—where each member publicly praises a colleague—is counterintuitively more beneficial for the giver. While the recipient feels respected, the act of recognizing others elevates the praiser's own morale and strengthens team bonds.

Culture isn't created by top-down declarations. It emerges from the informal stories employees share with each other before meetings or at lunch. These narratives establish community norms and create "shared wisdom" that dictates behavior far more effectively than any official communication from leadership.

A lack of hope in the workplace often stems from employees passively consuming the existing culture rather than actively shaping it. Leaders can foster a culture of hope by encouraging contribution and collaboration, which empowers teams to solve problems collectively and build a shared mission.

Leaders who use public platforms to specifically name and praise behind-the-scenes contributors build a stronger, more motivated team. This public acknowledgment demonstrates that all roles are integral and valued, fostering a culture where people feel seen and are motivated to contribute at a high level.

Harness individuals' innate selfishness by encouraging them to compete fiercely for personal bests. Then, channel this drive by mandating that their individual strengths are given selflessly to support the team's collective success. This paradox balances personal ambition with group achievement.

To prevent values from being just words on a wall, create a running list of specific, concrete anecdotes where employees demonstrated a value in action. This makes the culture tangible, tracks adoption, highlights who is truly living the values, and provides a clear model for others to follow.

Don't categorize employees as either missionaries or mercenaries. Almost everyone has the capacity for missionary-like passion. The key is to design an organization that empowers people and removes bureaucratic friction, making it normal—not weird—to be "all in" on the mission.