I have a janitor in my yard. He’s magnificent. There are very few like him. His name is Ernest. It’s a nice name, isn’t it? He’s a good person, and I often talk to him. I don’t know what his past is like, but he’s quite reasonable, and our conversations are never tiring. One day, I asked him how he was doing, and he sadly began to complain that he was fed up with everything, that people don’t follow simple rules, like throwing trash into the container or not walking dogs in the sandbox. I asked him if he liked his job. He looked at me like I was crazy and said, “Of course not.” I didn’t ask why—there was no plan to convince him to change jobs. Instead, I started asking him why he thought he was needed in the building. Question after question, and eventually, he said that the health and good mood of every resident in this building, especially the children, depended on him. That his job, it turns out, is the most important on this planet, or one of the most important. I asked him again if he liked his job. He answered “yes,” and his eyes were now filled with satisfaction. If you can make it so that everyone, even the lowest-paid and “least important” worker, clearly knows that they influence the fate of the company, that so much depends on them, that their contribution is invaluable, and that they are appreciated, then you won’t need to “manage” people. They will carry your company to success on their own shoulders.