Want Better Teams? Put Your Phone Down First

Think about the last time someone came to talk to you. Where was your phone? Be honest—was it face up on your desk, quietly demanding attention with each notification?

“When somebody walks into your office, put your phone away,” says Simon. “It’s so easy, but it sends a powerful message that they matter.”

It sounds almost too simple to be meaningful. But according to Simon, these small moments of complete attention are the building blocks of extraordinary team culture.

“It’s the little things that add up more than the big things,” he explains. “Like saying good morning in the hallway. It doesn’t seem to do anything, but when you do it every day, people start to feel seen and heard.”

The Power of Consistency

This isn’t about grand gestures or company-wide initiatives. It’s about the tiny choices we make dozens of times each day. Simon shares a story about his friend Bob Chapman, who learned from his priest that “consistency is more powerful than intensity.”

Think about that for a moment. We often believe leadership is about big moments—the inspiring speeches, the crucial decisions, the bold directions. But what if the real magic happens in those small, everyday interactions?

Making It Work (Really Work)

Here’s how to put this into practice:

Create a Phone-Free Zone

When someone enters your office or starts a conversation, make it a ritual to physically put your phone away—not just face down, but out of sight. This isn’t just about reducing distractions; it’s about sending a clear message about what (and who) matters most.

Make It a Daily Practice

“Leadership is a human enterprise,” Simon reminds us. “It’s about making people feel seen, heard, and understood.” This means showing up the same way, every day, in every interaction.

Watch for the Ripple Effect

When leaders model this behavior, it spreads. Team members begin to give each other the same undivided attention, creating a culture of genuine listening and respect.

The Parent Test

Simon offers a powerful way to think about this: “The closest analogy I can give to being a great leader is like being a great parent. Yes, I know you don’t get to pick your team sometimes, but you don’t get to pick your children either, and yet you show up with love every day.”

Would you check your phone while your child is telling you about their day? That same principle applies to your team.

The Real Impact

This practice isn’t just about making people feel good—though that matters. It’s about creating the kind of psychological safety that leads to:

  1. More honest feedback
  2. Better problem-solving
  3. Increased innovation
  4. Stronger team bonds

Because when people feel truly seen and heard, they bring their whole selves to work. They take risks. They speak up. They care more.

“Leadership is nothing about being in charge,” Simon reminds us. “It’s about seeing those around us rise.”

Sometimes, that rising starts with something as simple as putting your phone away.

Stop Chasing Happiness and Try This Instead

Imagine waking up tomorrow morning and, instead of scrolling through emails, taking a moment to appreciate the simple act of breathing. Not because a meditation app told you to, but because you truly understand how fleeting this moment is.

This shift in perspective is what Alua Arthur, a death doula and New York Times-bestselling author, calls “living like you’re dying”—and it might just transform your daily experience of life.

“I think the most effective practice of gratitude for this life itself is a reminder that I’m going to die,” Arthur shares in her conversation with Simon on this week’s episode of A Bit of Optimism. “When I can remind myself of that, it pulls me right back from the annoyances and the minor grievances and the frustrations.”

The Power of Perspective

It’s not about being morbid. It’s about using the awareness of life’s finite nature to heighten our appreciation of its everyday magic. When we acknowledge that nothing lasts forever—not even our frustrating morning commute or that difficult project—we can find grace in unexpected places.

Arthur discovered this truth through an unexpected encounter on a bus in Cuba, while she was battling burnout as a lawyer. A conversation with a woman facing terminal cancer changed everything. “I also took that invitation to start living like I was dying,” she recalls. The result? A complete transformation in how she experienced daily life.

Turning Awareness Into Practice

Here’s how to apply this wisdom to your own life, starting today:

Start with the Small Things

Notice the simple miracles: your ability to chew food, a roof that doesn’t leak, the warmth of sunlight on your face. These aren’t just nice moments—they’re extraordinary gifts that won’t last forever.

Use Minor Annoyances as Triggers

When something irritates you—traffic, a long line at coffee shop, a delayed meeting—let it remind you of life’s temporariness. As Arthur explains, “There’s a lot of suffering in the world, and yet when I can zoom out and think about what this life is for me at this moment, it allows me to snap back from the annoyances and minor grievances.”

Practice “Grace in the Present”

“Grace is allowing things to be as they are,” Arthur shares, “to be with the gratitude for what is, and for that thing that holds us through everything that we journey through.” This means accepting both the beautiful and difficult moments as part of life’s complete experience.

Finding Joy in Reality

Arthur shares a story about a 95-year-old client who, looking back on her life, said, “First of all, none of it made any sense, but it was one hell of a ride.” This perspective—embracing life’s mysteries and messiness—can free us from the constant chase for meaning and allow us to simply experience what is.

The Practice of Presence

Start small. Tomorrow morning, before you do anything else:

  1. Take three breaths
  2. Name three things that won’t last forever (good or bad)
  3. Express gratitude for this moment, exactly as it is

Remember, this isn’t about achieving some perfect state of enlightenment. It’s about embracing life in all its imperfect glory, knowing that its temporary nature is exactly what makes it precious.

As Arthur reminds us, every moment—even the frustrating ones—is part of “one hell of a ride.” The question is: are you present enough to experience it?

See here for more from A Bit of Optimism. 

These Conversations Are Quietly Killing Your Career (And How to Fix Them)

They happen in every meeting. Every “quick chat.” Every carefully worded email. Those moments when you almost say what you mean—but not quite. When “I completely disagree” becomes “Interesting perspective…” When “This timeline is impossible” turns into “I’ll try my best.”

These almost-honest conversations feel safer in the moment. But according to Tessa White, a career HR executive at several Fortune 500 companies, they’re silently sabotaging your career.

“If you don’t have the conversation, it won’t get better,” White explains in her Optimism Library lesson, How to Succeed at Every Stage of Your Career. “No conversation, no fix.”

The Real Cost of Holding Back

We’ve all been there. You sense a project is heading in the wrong direction, but instead of speaking up, you send a carefully worded email hinting at your concerns. Or maybe you’ve sat through meetings where you knew the team was making a mistake, but chose to stay quiet to avoid rocking the boat.

“Email is such a terrible form,” says White. “It’s so rife with miscommunication and misinterpretations.” 

Those diplomatic emails and half-spoken concerns might feel safer in the moment, but they create a cascade of problems: issues fester until they’re unfixable, trust erodes as colleagues sense your hesitation, and opportunities for real collaboration slip away.

Creating Space for Real Conversations

The good news? You can start changing this pattern today. White suggests beginning with something simple but powerful: creating the right conditions for honesty. “You can’t make somebody have the conversation with you,” she acknowledges. “You can only do your best to create the conditions to have an open conversation and let it remain open.”

This might mean inviting a colleague for coffee instead of sending that careful email. It could mean starting your next team meeting by acknowledging the elephant in the room. The key is shifting from hints and implications to clear, respectful directness.

The Language of Complete Communication

Think about how different these conversations could be. Instead of saying “That meeting was… interesting” and hoping someone picks up on your concern, try “I have some specific concerns about the direction we discussed. Could we talk through them?” Rather than suggesting “Maybe we should consider other options…” say “I don’t think this approach will get us where we need to go, and here’s why…”

The most trusted people at work aren’t those who tell others what they want to hear—they’re the ones who can deliver honest feedback with respect and clarity. As White reminds us, getting comfortable with discomfort doesn’t mean you’re in the wrong place; it means you’re growing.

Making the Shift

Start by identifying one conversation you’ve been having halfway. Maybe it’s with your manager about your workload, or with a colleague about a project’s timeline. Write down what you really need to say—not the diplomatic version, but the honest one. Practice it with someone you trust. Then, instead of waiting for the perfect moment (it doesn’t exist), schedule the conversation.

Remember, the goal isn’t to be harsh or confrontational. It’s to be clear and kind, rather than just nice. Your career growth depends not just on what you know, but on how clearly you can communicate it. Those uncomfortable moments of complete honesty? They’re not obstacles to your success—they’re the path to it.

For more career-changing insights from Tessa White, check out her full lesson in The Optimism Library, where she shares her 25 years of HR wisdom on adding value, managing conflict, and owning your career growth.

Why Being “Not Funny” Might Be Your Secret Strength

Imagine being in a meeting where someone cracks a joke and everyone laughs—except you. You’re the one thinking, “Really?” with a raised eyebrow. Good news: that skepticism might actually be your superpower.

“Being a skeptic isn’t all bad,” explains humor expert Andrew Tarvin. “You understand that humor doesn’t always work. Humor can distract, divide, disparage.”

It turns out, there’s more than one way to be funny at work. In fact, there are seven distinct humor personas, and the Skeptic—yes, that person who questions whether we need humor at all—is one of them.

The Power of the Raised Eyebrow

Think about the last time someone made an obvious joke in a meeting. While others laughed politely, your deadpan stare probably said more than any punchline could. That’s the Skeptic’s superpower: the ability to be funny by not trying to be funny at all.

Here’s how being the “not funny” person can actually work in your favor:

The Reality Check Champion

When someone says, “Hey, what if we made our quarterly report a musical?”

Your response: “Sure. Because nothing says fiscal responsibility like jazz hands.”

The impact: Your dry delivery makes people laugh while actually making a valid point.

The Accidental Comic

When the team is brainstorming “out-of-the-box” ideas:

Everyone else: “Let’s think bigger!”

You: “We could train dolphins to deliver our packages.”

The impact: Your obvious skepticism becomes the comic relief.

The Truth Teller

During yet another “team-building exercise”:

Facilitator: “Let’s all pretend to be trees swaying in the wind!”

Your raised eyebrow: Priceless.

The impact: You give permission for others to acknowledge the absurdity.

Why It Works

“When you never express any humor whatsoever,” Tarvin notes, “people start to see you as insincere, robotic, or cold, and they’ll avoid working with you.” But the beauty of Skeptic humor is that it’s inherently authentic. You’re not trying to be funny—you’re just being honest, and that honesty, delivered with perfect timing, becomes the humor.

Making It Work For You

  1. Embrace Your Natural Reactions
  2. Don’t hide your skepticism—let it show (professionally)
  3. Perfect your “Really?” face
  4. Master the well-timed silence
  5. Use Your Powers for Good
  6. Be the person who can lighten tense moments with a reality check
  7. Help keep meetings on track with well-timed observations
  8. Turn potential conflict into shared laughter at the situation

Know When to Deploy

Good times to use Skeptic humor:

  1. When a meeting goes off the rails
  2. During overly enthusiastic brainstorming
  3. When someone needs a gentle reality check

Not-so-good times:

  1. During serious feedback sessions
  2. When someone is genuinely excited about an idea
  3. In high-stakes situations with senior leadership

Imagine your team is caught in an endless debate about the color scheme for a presentation:

Colleague 1: “What about chartreuse?”

Colleague 2: “No, maybe mauve!”

You: “Because that’s definitely our biggest problem right now.”

Your dry observation not only gets a laugh but also helps refocus the team on what matters.

Because as Tarvin reminds us, “If you want to be authentically you, then that means bringing your sense of humor, too.” Even if—especially if—that humor comes with a side of skepticism.

The Next Time You’re the “Serious One”:

  1. Remember that your perspective is valuable
  2. Trust that your natural reactions can be funny
  3. Use your powers to bring people back to earth (gently)
  4. Know that being the voice of reason can be both helpful and humorous

For more workplace insights, explore The Optimism Library today. 

Why 10 Minutes a Day Is All You Need to Supercharge Your Skills

Ever tried to read War and Peace during your coffee break? Yeah, neither have we. But what if we told you that you could actually learn something meaningful in the time it takes to finish your morning latte? Welcome to microlearning—the busy person’s secret weapon for staying sharp in our caffeine-fueled, always-running-late world.

Think of microlearning as the TikTok of professional development (minus the dance challenges). Instead of sitting through endless PowerPoint presentations that make you question your life choices, you’re learning in quick, 5-10 minute bursts that actually stick in your brain. It’s like Netflix’s “Are you still watching?” prompt, but instead of feeling guilty about binge-watching, you’re actually getting smarter!

The Science Behind the Snackable Learning

Before you dismiss this as another productivity hack, let’s talk science (don’t worry, we’ll keep it snappy). Those brilliant folks in lab coats have actually proven this stuff works. Scientists at Germany’s Dresden University found that people remember 22% more when they learn in short bursts—that’s like getting a free upgrade on your brain’s storage capacity!

Dr. Karl Kapp, a professor of instructional technology at Bloomsburg University and author of the book, Microlearning: Short and Sweet, puts it this way: “Microlearning isn’t just about being short—it’s about being smart.” Think of it as the difference between trying to eat an entire pizza in one sitting versus enjoying it slice by slice. Your brain, like your stomach, appreciates reasonable portions.

Real People, Real Results (No, Really!)

Need proof? Let’s look at some folks who’ve nailed this approach:

Remember that language app Duolingo? The one with the passive-aggressive owl? Multiple studies, including a recent one published in the peer-reviewed academic journal Calico, reveal that the apps short-form lessons are effective at both reading and listening efficiency. 

Over at IBM, they ditched their snooze-fest training sessions for bite-sized modules. The result? Sales went up 12%, and people actually volunteered to learn more. Voluntarily. During work hours. 

Even doctors and nurses are embracing microlearning. They’re using quick video tutorials between patients, proving you can literally learn important medical stuff in minutes rather than months.

Why This Actually Works (And Isn’t Just Another Fad)

Let’s break down why microlearning is more than just a fancy buzzword:

Your Brain’s Best Friend: Remember how you can recall every word of that embarrassing thing you said in middle school, but not what you had for lunch yesterday? Our brains are weird like that. But short, focused learning sessions actually work with your brain’s natural rhythms, not against them.

Flexibility for the Win: Got 10 minutes before your next Zoom call? That’s enough time to learn something new. It’s like mental pushups – quick, effective, and you can do them almost anywhere.

Money Talks: Companies love microlearning because it saves them cash—about 30% on training costs. 

How to Make This Work for You (Without Losing Your Mind)

Ready to jump in? Here’s your game plan:

Start Small: Pick one thing you want to learn. Just one. Not the entire history of civilization before lunch.

Mix It Up: Some days you might watch a quick video, others you might listen to a podcast. It’s like choosing your own adventure, but for your brain.

Sneak It In: Getting ready for work? Listen to a quick lesson. Waiting for your kids to finish soccer practice? Perfect time for a 5-minute skill boost. 

Celebrate Small Wins: Did a week of mini-lessons? Treat yourself! Your brain deserves that cookie.

Oh, and if you’d like to try some microlearning for yourself, check out the meaty “Quick Wins” section of our Optimism Library, which is filled with short, bize-size lessons covering leadership, communication, and more. 

The Future Is Bite-Sized

As our world keeps spinning faster, microlearning isn’t just keeping up—it’s leading the pack. We’re seeing cool stuff with virtual reality and AI jumping into the mix, making learning feel more like a video game than homework.

Just remember: microlearning isn’t about replacing deep learning entirely. Sometimes you need the whole enchilada. But for most of us trying to stay sharp while juggling life’s chaos, it’s a game-changer.

So next time someone asks how you became so knowledgeable, you can casually mention it happened 10 minutes at a time. Between coffee breaks. Like a boss.

How to Make Others Feel Like They Matter

We recently sat down with author and researcher Zach Mercurio, Ph.D., who is something of a Jedi master on the science of leadership. In addition to teaching at Colorado State University—where he’s an honorary fellow in psychology—he regularly rappels into global organizations to train leaders, boost both morale and productivity, and help people make other people feel like they matter. He’s also an Optimist Instructor here at Simon’s The Optimism Company. 

Zach is a brilliant thinker with insights you may find useful in the workplace. In this interview, he explores the link between gratitude and significance, shares strategies for creating supportive work environments, and cites a few ways we can be better leaders and colleagues. We hope you enjoy it. And if you’re curious to learn more about Zach, feel free check out his new course he teaches with Simon, called How to Be a Leader People Actually Trust (and Maybe Even Love)

This interview has been edited for length and clarity.

You talk a lot about the concept of “mattering” at work. What does that really mean?

We experience mattering when we feel valued by those around us and know how we add value to their lives. The need to feel significant to others begins at birth when we reach out our arms to find someone to care for us. From our first moments, our survival depends on mattering to someone. Our quest for significance never goes away. That’s why when our instinct and need to matter is fulfilled, it’s emotional, energizing, and life-giving.

What are some common signs that someone in an organization feels like they don’t matter?

When people feel insignificant, they either withdraw or act out in desperation. Signs of withdrawal are isolating oneself, disengaging, or showing less interest than usual. “Quiet quitting,” for example, is actually the inevitable withdrawal response to someone who feels insignificant at work. 

Another consequence of withdrawal is loneliness. Loneliness, research shows, isn’t an outcome of having too few people around you; it’s the consequence of feeling that you don’t matter to the people around you. 

People can also act out in desperation when they feel insignificant. In my practice, complaining, blaming, gossiping, or other “so-called” disruptive behaviors are often the result of people feeling insignificant and seeking to be seen or heard. 

How do you think workplaces can get better about seeing employees and making them feel valued?

Showing others how they matter seems like common sense. The issue is that common sense is usually not common practice. One survey revealed almost 30 percent of employees feel invisible or ignored. Only 15 percent of people say thank you at work regularly.

If you want people to show others how they matter, make sure they have opportunities to learn, hone, and practice the essential skills of seeing and hearing others, showing meaningful gratitude, and ensuring others feel that they are needed. 

Then, take a look at your environment. Does your environment make it possible for people to enact these behaviors? Do you evaluate these behaviors? Do you reward these behaviors? As W. Edwards Deming once said, “Every system is perfectly designed to get the result it does.” 

Is your system designed to ensure people feel that they matter?

What’s a simple way we make people feel like they matter? 

One simple way to show someone the difference they make in your life is to use the words, “If it wasn’t for you…” and then show them exactly how and why you rely on them. Try it today, and you will see and feel the power of mattering. Trust me. 

What advice would you give to someone who struggles with feeling like they matter? 

You can’t change how others treat you. But you can learn to see your significance by focusing on the unique difference you make in others’ lives daily. We sometimes miss out on seeing this impact due to what’s known as the “underestimation bias,” which is our tendency to downplay the impact our actions have on others. My advice is to overestimate your effect on others. Your small actions make more of a difference than you think. 

What small actions could we focus on?

Look for small moments where you made a difference today. It doesn’t have to be big. Even if you can remind yourself, “I smiled at my barista,” “I made my kids’ lunch,” or “I helped my co-worker complete a project,” these statements are rooted in reality and can show you the evidence of your significance. 

Two questions I ask my kids at the end of the day are: “Who did you help today? Who helped you today?” The questions we ask ourselves determine what we pay attention to. Ask yourself questions that direct your attention to your inevitable impact.

It’s important to remind yourself how you’re needed. If you’re here reading this, someone depends on you. It could be a partner, child, family member, co-worker, boss, or client—even a stranger. Someone needs you today. 

You mentioned “meaningful gratitude.” Can you explain the connection between gratitude and mattering?

To maintain the belief that we matter, we must see the evidence of our significance around us. When we express gratitude for another person, we remind them that their unique presence matters in our lives. Showing gratitude is a social skill. As psychologist and gratitude expert Robert Emmons describes, gratitude is an “affirmation of the good.”

The hallmark of meaningful gratitude is that it is affirming. When we affirm someone, we strengthen the belief that they’re significant.

And it’s not just saying “thank you.” It’s more. 

Right. Meaningful gratitude is specific and tied to one’s impact. Anytime you’re going to say “thank you,” go one step further and show people the difference they make for you and how they make it. Remember to name the unique gifts you see in them and show them how they made a difference in your life or work. 

Some research shows that showing gratitude can improve our relationships in a matter of days. How? Experiencing gratitude activates what’s known as our reward system and releases dopamine. Gratitude also changes our neural pathways in areas controlling empathy and interpersonal bonding.

What’s a story of gratitude that has stuck with you? 

I once led a workshop with about 200 school staff and teachers, asking them to write down the moment they most felt like they mattered. That’s when I noticed Jeanine in the middle of the auditorium, shaking her head, looking upset. When I asked her if she’d share her thoughts, she said, “I can’t think of a moment. I’ve been here 14 years, but I’m just administrative support. I do the schedules and paperwork processing.”

Suddenly, teachers began raising their hands. One said, “I wouldn’t have a class to teach if you didn’t do your job.” Another added, “You’re so good at what you do—always quick, always thorough.” And yet another said, “Our kids wouldn’t graduate if you didn’t process the transcripts.” One by one, they expressed how much she meant to them.

Afterward, Jeanine came up to me and said, “I guess I do matter.” That moment stayed with me. It showed how meaningful gratitude can affirm someone’s significance. Jeanine saw, in real time, the impact of her work. It was powerful—and a reminder of how rare and necessary that affirmation is for so many.

Why Being Healthy Isn’t Just About You

When most people think about getting healthy, the focus is usually on themselves: living longer, feeling better, or avoiding illness. But what if the real reason to prioritize your health isn’t just for you—it’s for the people you care about?

“Illness starts with I, wellness starts with we,” bestselling author Mark Hyman, M.D., told Simon on this week’s edition of A Bit of Optimism

Think about it: when you’re run-down, sluggish, or just feeling lousy, it’s hard to be a great parent, friend, or partner. You can’t be fully present. And if you’re dealing with chronic health issues, those closest to you are affected, too.

Simon sums it up: “I choose to eat well, not for me, but so I can be a better friend, a better parent, a better partner.” 

“You’re Only As Healthy As Your Five Closest Friends”

Hyman shared research that underscores how interconnected our health really is. Studies show that when one person in a group makes a healthy change—like quitting smoking or eating better—their friends are more likely to follow. “You’re only as healthy as your five closest friends,” he said. 

But there’s a flip side, too. Hyman highlights that loneliness is as dangerous as smoking two packs of cigarettes a day. And it’s everywhere—making it harder for people to maintain good mental health.

Here’s the kicker: poor health and isolation feed into each other. If you’re not feeling your best, it’s harder to connect with others. And without those connections, your mental and physical health can suffer. It’s a vicious cycle, but one, Hyman says, we can break by treating wellness as a team sport.

Healthy Habits as Acts of Service

This mindset shift—from taking care of yourself for your sake to doing it as an act of service—can be powerful. When you eat better, exercise, or get enough sleep, you’re not just doing it to avoid diabetes or live longer (although those are nice perks). You’re doing it so you can be the parent who’s patient, the friend who listens, or the partner who’s truly present.

So, the next time you’re thinking about skipping that workout or grabbing junk food, ask yourself: how will this choice impact the people I care about? Because staying healthy isn’t just about living longer—it’s about showing up, fully and wholeheartedly, for the people who matter most.

For the full conversation between Dr. Hyman and Simon Sinek, check out A Bit of Optimism. It’s an inspiring reminder that our health choices echo far beyond ourselves.

A Conversation with President Joe Biden

Leadership is deeply personal. As people change, the way they lead has to change, too.

Few leaders have navigated as much change as Joe Biden. He was elected to the Senate at 29 and will end his time as President at 82. The number of things he has witnessed and been a part of over the course of his career is remarkable. His journey has been shaped by unlikely friendships and profound personal loss.

I had the honor to sit down with President Biden at the White House to reflect on how his experiences have influenced his approach to both life and leadership.

I chose to stay clear of politics and instead focused on the lessons that are applicable to all Americans…and indeed all people. I hope you find it insightful and inspiring.

You can listen to this episode of A Bit of Optimism here or watch the episode on YouTube.

 

A Lifetime of Leadership with President Joe Biden

 

SIMON: Mr. President, thank you so much. This is such a treat for me, as a student of leadership, to sit down with somebody who — I mean, whether you know it or not, you’ve studied leadership for most of your life.  

And so, I want to start with a question that’s rather timely, if I may. My 13-year-old nephew, Jacob, is running for class president today, actually. And so, I was wondering if you have any words of advice for young leaders on what he should expect should he win the election that he’s running for?  (Laughs.)

THE PRESIDENT: He should expect to have to do what he said he’s going to do. 

Look, I remember I used to stutter when I was a kid, but I was always sort of the leader of the pack, of my gang. And I was elected class president in grade school and high school.  

And the biggest thing is, I think, for him to let people know that he cared about what he said.  And it sounds silly to say that, but I really mean it.  It doesn’t matter how old you are.  People know whether or not you meant what you said.  

SIMON: When did you learn that lesson?

THE PRESIDENT: I kind of won the gene pool lottery.  My dad used to say, “You’re a man of your word.  Without your word, you’re not a man.” From the time we were kids, when we were little, my mother would look at you and say, “Joey” — she was five foot one, had a backbone like a ramrod, but she was everybody’s Mother Confessor. She’d say, “Joey, remember, courage lives in every heart, and someday it will be summoned. You’ve got to do what you say you’re going to do.”

I think of all the expressions that I grew up believing, my mother would say that, “If you have to ask, it’s too late,” and my dad would say, “Family is the beginning, the middle, and the end.” I mean, for real. If you ask any of my friends I grew up with, they can quote my mom — (laughs) — and my dad and my grandfather and others.  

So, it was all about just — I know it sounds silly, but my dad’s favorite word was “dignity.”  He’d say, “You’ve got to treat everyone with dignity. Everyone’s entitled to be treated with dignity, no matter who they are.” 

And people can know it.  They sense it.  They feel it.  They can taste it.  

You say you won the genetic lottery, but it sounds like you won the lottery for parents.  

Well, that’s what I meant. I was fortunate that I had the benefit of a family that was middle class; we didn’t have any money. But it was all about how you treat everybody.

And, you know, I remember when I was a young senator, I met my dad at the Hotel DuPont, which was a four-star restaurant at the time.  He was in town for business. He ran an automobile agency. And I remember coming down the elevator, and the Chairman of the Board of the DuPont Company came down. And my father said, “Hello.”  He said, “Hi.” And just — that was all, just nice. Then he walked over to the shoeshine guy, and he talked to him. I said, “Dad, why is that?” He said, “Everybody deserves to be treated with dignity.” That was my father.  

These are the stories that I’ve heard about you that I think most people don’t realize, because they generally happen off camera, which is you come in and say hi to the guy setting up the teleprompter.  And, I mean, it’s nice to know that if your parents could see you now, that you’re still doing the things that your dad taught you when he went over to the shoeshine guy.

Well, my mother used to say, “Remember, Joey, no one is better than you.  You’re no better than anybody else. You’re the same as everybody. You’ve got to treat people with respect.”  

And, look, maybe if I had come from a different circumstance, we would be the guys that would be, figuratively speaking, holding the teleprompter.

But I think a lot of people forget where they come from, as people gain power or rank or money. You and I have both met people who think they deserve the rank they’ve been offered. And I’m so curious, because we both know that humility and remembering where you come from is essential: how do you stay so grounded? Like, you’re the President of the United States. They call you the Leader of the Free World, and yet you maintain the humility to remember where you come from? How?

Oh, it’s easy. (Laughs.) My staff jokes with me. For the first two years I was president, every time they’d play “Hail to the Chief,” and I’d literally wonder, “Where the hell is he?”  You know? 

The people I grew up with were the people who — that I knew and liked the most — were people who were just looking for a shot, just looking for an even shot. There weren’t a whole lot of folks that I hung out with that were very entitled.  

You stayed friends with a lot of your childhood friends.

Yeah.

And I understand that, I think it was last week, you went to a funeral for a childhood friend. Again, I can only imagine your schedule, and that you took the time to go to the funeral of a childhood friend. 

He’s one of my oldest friends. We go back to being in St. Paul’s grade school in Scranton, Pennsylvania, when I was in kindergarten. And we stayed friends throughout our entire lives, over 70 years. How could you not go? 

And it was important to go for another reason.  Because I’m president, it’s important for his family to know that it didn’t matter. Tommy was still one of my best friends.  He was smarter than I was.  He was faster than I was. I mean, he was just — he was just a friend. It’s a lucky man or woman that has a really, truly good friend and I’d known him my whole life.  

You talk about friendship, and one of the things that I’ve sort of come to see is that there’s an entire industry that’s trying to help us be better leaders, an entire industry that tries to help us be better parents, an entire industry that teaches us how to eat better or exercise better. But there’s precious little that teaches us actually how to be friends.  

And I think most people think they’re good friends, but if you peel the onion just a little bit, I think most people actually could be better.  

For example, do we cancel on work for a friend, or do we cancel on a friend for work? We usually cancel on our friends because, you know, our friends will understand.  And yet here you are — I think you set a remarkable example that you clear your schedule and travel to go to the funeral of a childhood friend.  

I know that, for you, it seems normal and natural, but it’s actually becoming something that people are struggling with.  It’s a dying art, how to be a friend. 

Look, I have an advantage.  I’m President of the United States.  

(Simon laughs.) 

No, I’m not being facetious.  For example, I have a rule.  I realized when we were doing the Bork hearing, which was a very controversial hearing, the fellow who had done the most research, the most informed — this was a five-month process — this particular guy was having trouble at home with his family.  And the hearing started, I said, “No, you can’t show up.”  He said, “But I’m the only one that–” “Go home.  Take care of first things first.”

And I didn’t realize my whole staff didn’t know that.  So, I write a letter to every new staff member.  If you have a personal problem and it’s real, you don’t have to tell me what it is; just tell me you can’t be in, and go take care of it.  Take care of it.  Because I know you’re not going to lie to me, and if you do, you’re fired.  But if you need it, just take it.  And you don’t have to tell me it’s because your son is dying or your wife and you are having a problem or your mother is ill.  You don’t have to give me any explanation.

Because that’s what I did. After I got elected, you know, my wife and daughter were killed, and my two boys were badly injured, and life was kind of upside-down.  And to make a long story not quite so long, it was one of the things that made me decide that I didn’t want to stay in the Senate.  And a number of senators — five of them got together, from Teddy Kennedy to Tom Eagleton to Fritz Hollings, to convince me to stay for 10 months.  

And what I realized then was that I had to have a rule: If there’s something important to my children and there wasn’t a critical vote, I’d go to the parent-teacher meeting.  Not a joke. 

My wife tells a story about how when our daughter, it was her birthday, and it was a big deal.  But I used to commute every day on the train. So, what I did was I found out there were going to be four hours between the vote, so I got on the 4 o’clock train, got off at 5:30. She was standing on a platform with a cake to blow out the candle. And I got on the southbound going south, because that’s what family does. And I was able to do it.  

I had 500,000 bosses at that point — a million bosses — but it’s much harder if you have one boss who can fire you. So, everybody in my staff knows, for real, if you’ve got a personal problem, just say, “I can’t be in” and go. 

And so, it’s not that I’m being so noble. I just want them to be able to do the same thing I can do.  

You talk about when you lost your daughter and your wife, that the relationship with your sister got a lot closer.  

It was already so close. She has been on my handlebars since she was three years old. I really mean it. She’s my closest friend in life.  And she has more courage and brains. 

So, when I lost my wife and daughter, she had just been married, and she and her husband gave up everything. They were hospitalized for a long while, my surviving sons, and I stayed in the hospital.  When I came home, they had given up their home; they had moved into my house, helped me raise my kids.  

That’s amazing.  

And two days after I got married the second time — no man deserves one great love, let alone two. Years later, I got married again. I came home, and they were gone.  

They were just there to support. 

Yeah. And they’re always there to support me. She managed every one of my campaigns. She called me this morning — anyways, long story.

To change tack slightly. You know, trust in government has declined precipitously over the years. I think in the 1960s, it was something like 70 percent of people trusted government, and now the numbers are hovering around 20 percent. You have been inside, in government this entire time, watching what was going on behind the scenes, while that trust eroded in the public.

Looking from the inside out, could you start to see what was happening, the way that business was being done, that you could predict that this is not going to be good for government and the relationship with the general public? 

I was a Senator for 36 years. And so, I had a lot of friends on both sides of the aisle. We’d argue like hell, but we were friends.  

And so, when I was Vice President, things really began to go south. I realized we weren’t talking to each other very much.  

So, what I did was, when I was President of the Senate, I showed up to go to lunch in the Senators’ dining room. There’s two dining rooms down that hall by the elevator, the first floor. In one, there’s a waiting room, and then there’s a big restaurant where I could take you — as a Senator, I could take you as my guest.  

There’s another one to the left that is a room that as you walk in, there’s a big archway at the other end, two large tables that can seat, I guess, 15-20 people at each table with a buffet.  Only Senators are allowed in there.  

And so, what happened was I learned from Teddy Kennedy — he was a great friend.  He really helped me out — the whole family did — emotionally helped me out.  

And Teddy used to come by and say, “Come on, go to lunch with me, Joe.”  I’d say, “I don’t want to go to lunch.”  So, finally, one day, he came to the office, about six, eight months in, and said, “You’re going to lunch with me, damn it.”  So, I got up and went over, and he said, “Just sit and listen.  You’ll learn more by sitting and listening to these guys.”  

And he was right, because when you learn that a man has a son that has a drug problem or his wife has breast cancer or he just lost his mother, it’s hard to really dislike him. You get to know him a little bit.  

We used to travel together on foreign trips with our families — our wives – with us, and you got to know one another. You can disagree like hell, but you don’t hate them. You don’t cast aspersions on them so, I decided I was going to go. It’s presumptuous to say, but I think most people would say I got on pretty well with most Senators on both sides of the aisle. 

And so, when I was Vice President, I could feel things were going bad. A lot of things that never were said before to one another. So, I went over to have lunch in the Senate, because I knew a lot of these guys. There’s no place you can have lunch anymore.  

Oh, really? 

I walk in, and there are just armchairs or couches.  

Huh. 

If you’re a Republican Senator, and I’m a Democrat, there’s no place to go and eat together unless it’s one of our offices.  There used to be 20-25 Senators, both parties, in one large room, and we got to know each other.  

People don’t talk. It’s easier to really dislike someone, to ascribe the worst characteristic to them, when you don’t know anything about them.  

Yeah.

And that’s what’s happened.  

Did it really start when Congressmen and Senators used to move to D.C. ? If they got elected — move their families to D.C., they all went to, you know, PTA meetings together and baseball games together, and then that stopped.  

You know, people live on their couches now, or they get a temporary apartment. Was it because they weren’t hanging out, you know, after work? 

It’s really important, I think, in public life, to understand where the other guy is coming from.  

Yeah.  

So, for example, it’s one thing to have a policy position on manufacturing when you’re from a manufacturing state and another thing for you to come from a farming state. Well, you got to understand where the other guy is from, why he has limitations, why he ran on things that are different than what you think, because we’re 50 different states.  

And we don’t seem to do that anymore. We don’t seem to understand the other guy– for example, John McCain. John McCain, after he came back as a prisoner of war, came to work for the Senate as a military attaché, helping Senators when they traveled abroad. There were five of them. We became really good friends. We traveled a couple hundred thousand miles together. 

He’d come to my home. His second wife I introduced him to. We stopped in Hawaii on the way to Japan, and I could tell he really liked this woman, who was the Admiral’s daughter.  And I said, “Hey, I” — and so, I went up and I introduced myself to her, and I introduced John. 

You were John McCain’s wingman? 

I sure as hell was.  

But John and I, we argued like hell.  But we were friends. We never attacked one another’s character.  

Yeah.

And it really matters.  

As you’re talking about it, the thought that’s going through my mind that actually kind of makes me a little bit sad is that, you know, we follow our leaders. Kids model themselves after their parents, and we model ourselves after our leaders.  And all the way up to President of the United States, you can actually dictate some of the behaviors of the nation.

And, if I look at the state of America right now, we don’t like to listen to people who don’t look like us, sound like us, or have different political views than us. And I thought that politicians were a reflection of us, but now I’m starting to hear from you that we’re a reflection of our politicians, that they were the ones who stopped reaching across the aisle.

Well, I wasn’t going to run again after my son died. And he died in 2015, on Memorial Day. And I was going to write another book on the inflection points in world history.  

I think the things that happen in a relatively short period of time, since the 1500s, determine what it looks like for the next six, seven generations. For example, the idea that Europe would ever have united without Gutenberg’s printing press wouldn’t have happened. 

And look what’s happening now. Where do you go for the truth? Look what’s going to happen with artificial intelligence. Someone sent me on my iPhone, a video where I’m making a speech that makes me sound like a fascist. I couldn’t tell it wasn’t me. By looking at it, I could not tell. So, we have to figure out how we’re going to deal with this.

Let me put it this way. The number of people that get their news from mainstream media is de minimis. And the mainstream media, there are no editors anymore. Nobody is saying, “You can’t print that; that’s not true.” Everybody’s looking for a click.

And I’m not being critical of them because they — that’s how they get paid. 

Well, it’s a misaligned incentive structure, isn’t it?  

Yeah. 

You know, it’s personal gain from what I can say.  And when that gets screwed up, integrity is sacrificed pretty quickly. 

Yeah. And so, for example, the stuff that people are saying now about Kamala — I mean, just making it up. And I think it’s getting harder. I really am worried. I’ve made three major speeches on my concern about the future of democracy in America. I mean, it’s really very, very difficult. If you say it enough, say it enough, say it enough, say it enough, people believe it. 

So, if you have one source of news that already has a determination of outcome, you’re going to hear the same thing 1,000 times.  

You start to believe it. 

You hear it enough, you begin to believe it.  

Yeah. You as a leader — I mean, I can imagine when you were elected: 29 years old, you show up in the Senate, starry-eyed and, sort of in disbelief. And you weren’t the leader then that you are now. I’m sure you’ve grown. How did the Senate help you grow?

Well, when I showed up in the Senate right after the accident, there was nothing starry-eyed about any of it. I mean, I didn’t enter the Senate happy and excited, and I only agreed to stay for a while.  

Senator Mansfield, who had a great deal of integrity, he used to tell me that it’s always appropriate to question another man’s judgment but never his motive. You don’t know what their motive is. And it’s one of the rules I’ve kept, and that’s why I think I’ve been relatively successful.  But the point is — 

Relatively. (laughs)

Well, only relatively.

I’m being facetious, you’re President of the United States, I think it’s worked out okay.

I kept thinking about what — what would my family want of me. I was lucky. I had some real mentors who looked out for me. And so, it wasn’t that I was starry-eyed. I didn’t want to stay. I would always walk into the Senate, walk in after 5 o’clock, go up to the Secretary of the Senate and say, “How many more votes,” so I knew when to catch the train to go home to be with my kids.

There’s a line in the musical “Hamilton,” “in the room where it happens.” You know, “are you there in the room where it happens?”  

You have met a lot of world leaders over the course of your political career, and you’ve had a lot of private conversations with leaders who are friends of our nation and sometimes with leaders who… there’s tension between our nations.  

Is there a common thread that you have found when you go into these meetings but what actually happens in those meetings?

Well, I was the second-youngest Senator in history and I’m the oldest President in history, I’ve probably known personally and spent time with more world leaders than any President has in American history — not to make good or bad, just longevity.  

And you know an awful lot about the positions of these folks before you go in. And one of the things I’d find, no matter what it is, is being straightforward is always the best bet, especially when I want to really get down with another world leader I disagree with, Putin or whoever. I do it alone, just him and I in a room.  

Because you take the measure of a man, whether you know he knows he’s lying to you or you know he thinks he’s telling you the truth, you get a sense of whether or not they mean what they say or they are just trying to mislead you. And that also requires an awful lot of intelligence background and work on knowing these people.

For example, he wouldn’t mind my saying it, when I got all those prisoners freed from Russia, one of the things I had to do was get the Chancellor of Germany to release a really bad guy in return for getting those. And I trust him. I know him. And I knew it was a hard call. He saw my wife at the Olympics, and he said, “Only reason I did it is I trust Joe. I did it for Joe.”

I used to drive Barack crazy because we’d start every day together at nine o’clock in the Oval Office, and one of the things I would always say to him: “All politics is personal.” It’s personal. It’s a personal relationship. It matters to know who the other person is.  

And I think most of these guys — good, bad, or indifferent — are pretty good reads of personalities, they can tell whether or not you mean what you say, you say what you mean, and you have any empathy.  

And so, I think it really matters building personal relationships.

So, one of my favorite things about America is our optimism and our idealism. And I love to joke with my friends that we celebrate our Independence on July 4th, 1776, but that’s not when we had independence. That’s when we signed the Declaration of Independence. We didn’t win our independence until September 3rd, 1783 —

Good point.

 — with the Treaty of Paris, full seven years after the signing of the Declaration of Independence. But in true American fashion, you know, we celebrate our independence from the day we thought about it, not the day we actually had it. And I think George Washington wasn’t elected until six years later.  

And this is my favorite thing about America: we just believe we can. But it seems to feel these days that our idealism and our grand sense of optimism seems to be diminished. And it seems that our leaders in politics don’t talk about world peace anymore. They don’t talk about big ideas. A lot of it is small, a lot of it is wins and losses and taking the win and making sure the other guy has lost.  

So, A) is that true?  Do you think that we’ve lost our idealism, maybe since the fall of the Berlin Wall? And if so, what do we do to get it back? 

I haven’t lost my idealism. I end all my speeches by pointing out there’s not a damn thing America can’t do if we do it together, nothing. And I believe that. Not a damn thing; not a single, solitary thing.  

And if you notice, I get criticized. For example, I put together a peace plan for Israel and Gaza. I got it adopted by the entire U.N. Security Council, all of our NATO Allies. I get asked by the press, understandably cynical, saying, “What makes you think they can make it work?” I mean, “You got that done, but what’s going to happen?” But we continue to work on it. We continue every day to plow away at deciding to try to change the dynamic and change the leadership in other places as well.

I think we’re the only country in the history of the world that has come out of every crisis stronger than we went into the crisis. I mean that sincerely.  

Like, for example, I spent more time with Xi Jinping than any world leader has. And I was in China with him, and he turned to me. He said, “Can you define America for me?”  I said, “Yes, in one word,” and I meant it. He said, “What’s that?” I said, “Possibilities.” We think anything’s possible.  
 

You said, “We can achieve anything if we work together.” And the problem is that we’re not very good at “together” anymore.  

Well, guess what? Remember they told me I could never get the plan done for infrastructure? I got one trillion three hundred million dollars.

They told me I couldn’t get the veterans’ benefits done. I got it done.  

They told me I couldn’t get — every single thing we passed, five major pieces of legislation. And we’re now in a situation where we have the most — our economy is the strongest economy in the world.  

So, what I have been surprised about, and I will not tell you the names because I promised I wouldn’t, in my first two years, there were seven Senators from the other team that I used to work with who individually called me to tell me, “Joe — I agree with you, but I just can’t do it.”

Yeah.

“I just can’t do it.”  

What surprises me is, what is it that’s changed in terms of the kind of — I know they don’t agree with this MAGA malarkey. But why? What kind of threat does Trump have holding over these people?  

For example, the border. We worked for four damn weeks, a month, to work out a deal on the border with one of the most conservative Senators in the United States Senate. We got a deal. God, we’re about to make it — have it pass. As it was voted on, Trump picked up the phone — this is public knowledge — called Republican senators and said, “You’re in trouble with me if you support this. All you’re going to do is help Biden and hurt me,” even though he acknowledged it was the single most significant thing we could have done. That is a big change.

I think it goes back to where we started this conversation, which is, when we could no longer see each other as human, we become caricatures and we no longer are willing to invest in building relationships and trying to understand.  

And you said in the Senate when you could just sit down and eat with people, because the literal environment encourages people to eat together. And now you cannot. 

Well, but these guys knew that was the right thing to do. That’s unusual for someone to know and — and they’re good people. They’re decent women and men. 

You’ve had a remarkable career. You’ve achieved some amazing things over the course of your career. I’m curious, was there one thing, one project, one piece of legislation — it doesn’t even matter if it was successful, but something that you’ve worked on, something specific that you’ve worked on over the course of your entire career that you loved, loved being a part of that process and if everything you worked on your entire career was like this one thing, you’d be the happiest person alive?

The Violence Against Women Act.

Say more.

Well, at the time I started to talk about it as Chairman of the Judiciary Committee, I had done a lot of research on it, and people said, “You can’t do this.” And even people who thought it was unfair, thought it was interfering. I was going to break up families. But I just kept at it for two years. And I wrote it with, as my daughter would say, “with my own paw.”  

And it’s the most significant thing that I’ve ever done because I’m of the view that there’s not a damn thing in the world that a man can do that a woman can’t do. I mean that sincerely — nothing. Number one. 

Number two, the victimization and abuse of women — my father used to say, “The greatest sin of all is the abuse of power. And the greatest abuse of power is a man who lifted his hand to a woman or a child.” It was rampant, but we’ve made so much progress, changed so many lives, given people hope, and saved the children in those circumstances.  

Let me push you a little bit, which is, you’ve done amazing things. What is it about this specific act, The Violence Against Women, that stands out amongst all the other remarkable things that you could have talked about?

Because there were so many people, millions of women, who were in a situation where they couldn’t get out.  They didn’t have any options, and we changed the law. We changed the rules. We changed everything from providing housing, to providing opportunities. And what it’s done, it’s also created a generation of women who don’t put up with it anymore, who are able to step back from it.

But the biggest thing it’s done, in my view, is see the incredible change in opportunity it presents for the children of these marriages.  

But what is it that you loved about it?

Because I was a runt.  I was a skinny guy who stuttered. But the abuse of power was the worst thing anyone could exercise.  

And for example, I remember when we lived in Scranton, Pennsylvania. We would go home for the summers and live in my grandpop’s house all holidays and everything. And one day we were up there, and there was an area in Scranton — I lived in a place called Green Ridge, which was a middle-class neighborhood, and there’s a place called “the Plot” down by the Lackawanna River. And the guys in the Plot had some tough gangs, and they’d come up our way. I was 13 or 14 years old, and a group of guys came up from the Plot on Dimmick Avenue, which was behind my house. And my mother was looking out the window in the pantry. She looked out there — it was a small backyard — and sees this one guy — he was a little older than me — smack me and really hit me in the face, and knock me down.  

And I got up, and I came walking in and my grandfather was at the kitchen table, retired — “What’s a matter, Joey?” I told him. He said, “Ah, that’s a shame, honey.”  

I walked in, my mother said, “Come here, Joe. I just watched what happened.  You go back out there and smack him.” I said, “Mom, he’ll kill me.” She said, “I’ll give you a quarter if you do.” She said, “Because if you don’t, you’ll never be able to walk out there. Yeah, but one thing, Joe, when you walk out, you’ve got to make sure — wait until he comes up to you and you gotta hit him right in the nose as hard as you can.”  I said, “He’ll kill me.” She said, “Joey, I’m telling you.”  

So, I went back out — and I was more afraid of my mother… and I hit his nose. He started bleeding.  He went, “Ahhh!”  and ran.

The point was, my mother would say, “You just can’t yield to a bully. You can’t do it.”  

I was scared to death. It wasn’t that I was so brave. And that’s what Tommy Bell and I were talking about before he died. (Laughs.)    

The thing that I’ve loved talking to you about and the pattern that I see over this entire conversation, from the legislation that you’re proud of and the conversation about friends and the losses you’ve had as in your in your personal life and this story as well, is: you always provide protection for people so that they can do the thing that they need to do to protect others.  

So, just like your mom was — gave you top cover. For you to go fight the bully, and you passed legislation so people could go protect other people. And even with what you do with your staff, you give them safe space to go look after their families.  

And it seems like through your whole career, you’ve offered people the safety and protection and backup so that they can do that thing for others, that the people that they love.

Everyone, everyone, everyone deserves a fair shot. And there’s so many ways we can do it.

That’s beautiful. Mr. President, thank you so much for taking the time.  

I’m not sure this was worth your time, but thank you —

Such an honor. And so inspiring. Thank you so much, sir. 

Well, thank you. Appreciate it.  

Thank you.

 

 

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A spark is something quite small and, by itself, not very powerful. But a spark has the ability to ignite. An idea is like a spark; alone it is just a set of words, but it too can ignite. A great idea can inspire others to dream bigger. Let us all work together to ignite something greater than ourselves.

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