In the year ahead, he surveyed the broader employee base as well as customers and learned that “we didn’t have that same emotional connectivity with our guests.” Or with Hyatt colleagues out on the front lines. Hoplamazian dedicated time to meeting with many of them. Through his own and others’ probing into the colleague experience, he realized that the company evaluated employees largely based on their compliance with an elaborate set of rules and that “we tracked success in our hotels by compliance with a list of brand standards, not guest feedback.

If a CEO thinks he or she is redirecting or reintegrating an enterprise but doesn’t distribute the basic levels of power (in effect, redefining who “calls the shots”), the CEO is trying to push string up a hill.

Like Elizabeth, we can take on a catastrophe to stop ourselves feeling and thinking – and to avoid responsibility for our own intimate acts of destruction.

Over and above the fact that “work” described exactly what steam engines were designed to do, the French word for work, travail, has a poetic quality that is absent in many other languages. It connotes not just effort but also suffering, and so evoked the recent tribulations of France’s Third Estate—the lower classes—that had labored for so long under the yoke of wigged aristocrats and monarchs with a taste for grandeur. And in linking the potential of machines to liberate the peasantry from a life of labor, he invoked an embryonic version of the dream, later taken up by John Maynard Keynes, of technology leading us to a promised land.

The same goes for presentation gimmicks. Sometimes they get a laugh or get people to look up from their laptops, but they don’t really get people to deeply engage with the material. They grab attention but they don’t hold it.

In these, and similar situations, the distinction between attracting and holding attention is key. Senders don’t just want recipients to open their emails, they want them to read them.

He said: “I am so excited to be here; I believe in and love this restaurant with all my heart. I’m also clear about what my job is, which is to do what’s best for the restaurant, not to do what’s best for any of you. More often than not, what’s best for the restaurant will include doing what’s best for you. But the only way I can take care of all of you as individuals is by always putting the restaurant first.” I loved this. It was a profoundly confident display of leadership—both a rallying cry and a way of telling the team, right away, exactly what they could expect from him as a leader. I was inspired to use that same approach as a template for my own first-day speech. Except that Christopher had worked as a server and a manager at Union Square Cafe for years before that promotion. He knew every inch of the restaurant, and every one of the people in that room, down to their favorite cocktails and the names of their pets. People trusted him. He’d earned the right to give that speech. I hadn’t.