If someone isn’t changed, then what is the point of your story? For the climax, there must be a killing or a healing or a domination. It can be a real killing, a murder, or it can be a killing of the spirit, or of something terrible inside one’s soul, or it can be a killing of a deadness within, after which the person becomes alive again. The healing may be about union, reclamation, the rescue of a fragile prize. But whatever happens, we need to feel that it was inevitable, that even though we may be amazed, it feels absolutely right, that of course things would come to this, of course they would shake down in this way.

In the most recent iteration of Gallup’s annual State of the Global Workplace report, it is revealed that only very few people find their work meaningful or interesting. They note soberly that “the global aggregate from Gallup data collected in 2014, 2015 and 2016 across 155 countries indicates that just 15% of employees worldwide are engaged in their job. Two-thirds are not engaged, and 18% are actively disengaged.

Boston University professor Anita Tucker and I studied nurses carrying out the dozens of tasks that occupied them throughout long hospital shifts. Taking detailed notes, complete with time stamps, to document the work of these dedicated caregivers at nine hospitals, Anita observed that nurses confronted “process failures” surprisingly often—almost one an hour. A process failure was anything that disrupted a nurse’s ability to complete a task, such as an unexpected supply shortage in bed linens or medications. The nurses were acutely aware of these frustrating daily hurdles. Their jobs were hard enough! On average nurses were working an extra (unpaid) forty-five minutes simply to tie up loose ends before leaving the hospital.

Thus, while those who are very wealthy like to believe that they are worthy of the financial rewards they have accrued, many poorer people don’t want to mess with the dream that they too might achieve such riches if only they work hard enough. For them to concede that perhaps the system was stacked against them—that money had become far better at begetting more money than working long hard shifts—would be tantamount to abandoning their sense of agency and their cherished beliefs that what made their countries different was that anyone who worked hard enough could be whatever they wished to be.

Chapter 10: Creating a Culture of Collaboration

“I also had a lot of faith in the guy I was talking to. His name was Leo Robitschek. Maybe you’ve heard of him—he’s one of the foremost mixologists in the world now. But at the time, he was working at EMP while putting himself through medical school.

Leo had always been full of great ideas, but he was also the squeakiest wheel, the person on the staff who never failed to let you know why what you were doing was fundamentally flawed and never going to work.

Turning actions into identities, though, is just one way to apply a broader category of language. And that is the language of identity and agency.

Four more ways to harness it are to: (1) change can’ts to don’ts, (2) turn shoulds into coulds, (3) talk to yourself, and (4) know when to use “you.