As AI reshapes business, human relationships become more crucial. Learn how to build a purpose-driven culture that embraces technological change.
Read time: 5.26 minutes.
Read this on: jeanmoncrieff.com
What's in store for today:
- Why Your AI Strategy Needs a Human Heart
- Attracting the Best of the Best
Hey There,
When NASA set out to put a person on the moon, they faced a challenge I'm sure you'll recognize:
How do you get people to pull in the same direction?
Only NASA's challenge was as ambitious as the moonshot itself: aligning 300,000 contractors behind a single mission.
Their solution?
They didn't just talk about putting someone on the moon. They showed every single person - from engineers to janitors - exactly how their daily work connected to that goal.
They called it the "ladder to the moon," and it transformed their entire operation.
The result (as legend has it)?
When President Kennedy visited and asked a janitor what he did at NASA, the response was immediate: "Mr. President, I'm putting a person on the moon."
This week on The Freedom Experience podcast, I explored this powerful concept with organizational psychologist Zach Mercurio.
If you're like many business owners I talk to, you're probably feeling the squeeze...
Growth has plateaued, talent is hard to find (and harder to keep), and despite all your purpose statements and team-building efforts, something's not clicking.
Zach argues that we need to take a page from NASA's playbook. It's about creating a culture where people don't just know what they're doing but can see exactly how their work ripples through the organization and impacts the world beyond.
Just like that NASA janitor who knew he wasn't just cleaning floors - he was helping put a person on the moon.
Many organizations have compelling purpose statements but struggle to make them real for their people. As Zach puts it, "You can have a job that matters and not experience mattering in your job."
This disconnect is what's holding many businesses back.
You might have the latest tech stack and a polished mission statement on your wall, but Zach hits on something crucial: 'When people have more choices of where to work, they choose based on how they feel.'
And what makes people feel valued?
Seeing exactly how their work matters.
In today's world, they won't stick around if they can't see that connection.
According to Zach, building your own "ladder to growth" requires leaders who can:
- Truly see and hear people (less than 1% of leaders get training in this)
- Recognize unique talents and show how they drive results
- Make everyone feel essential to the bigger picture
Catch my full conversation with Zach on The Freedom Experience podcast.
1. Why Your AI Strategy Needs a Human Heart
Businesses are set to pour $632 billion into AI by 2028. That's a huge investment. But, my conversation with Zach highlighted something fundamental about company culture that most AI strategies are missing.
"As AI takes over routine tasks, our competitive advantage lies in our ability to make the person in front of us feel seen, heard, valued, and needed."
Zach calls this shift the "relationship economy" - where our ability to foster meaningful human connections becomes more valuable than technical skills, not less.
This got me thinking, especially when I looked at Gallup's latest research on AI adoption.
They found that successful AI implementation isn’t just about adopting the latest technology—it’s about aligning that technology with your company’s deeper purpose.
This means that when investing in AI, you should ask yourself how it reinforces your company’s core values and strengthens human connections. Specifically, how can AI enhance relationships with your employees, customers, and vendors?
Remember the NASA story?
You have to connect the peoples daily work to a bigger purpose, and show them evidence of their significance regularly.
Gallup's research backs this up: when people clearly understand how AI fits into their company's plans, they're nearly five times more likely to embrace it.
It's not rocket science (pun intended) - people need to see how new technology helps them make a meaningful contribution.
So here's the bottom line: if you're thinking about your AI strategy, don't start with the technology. Start with people and purpose.
The real question isn't how AI can replace human tasks - it's how it can free us up to do what humans do best: create meaningful connections and contribute to something bigger than ourselves.
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2. Attracting the Best of the Best
"But I can't find any A-Players!"
I hear this all the time.
Perhaps it's time to look at how you're crafting your job descriptions.
Think about how we typically write job descriptions. We lead with the form: here's the title, here's what you'll do, here's what you'll get paid.
It's like trying to design a building by starting with the exterior walls before knowing what will happen inside.
In architecture, there's a fundamental principle: form follows function. First, you determine what the building needs to do, then you design the structure to support that purpose.
Zach argues we need to apply this same principle to how we attract talent.
Instead of leading with the shape of the role (the form), we should start with its purpose (the function). What human problem does this position solve? What meaningful impact will the person in this role create?
Only then should we outline the specific tasks and compensation that support that purpose.
In my upcoming book, Finding Freedom, I talk more about the Traditional vs. Purpose-Driven Job Descriptions represented by this model:
But for now, if you want to write job descriptions that attract A-players, take a page from NASA's playbook:
- Start with the human problem
- What challenge does this role solve?
- Who benefits from this work?
- Why does this position exist?
- Show the impact chain
- What tasks will they do?
- What do these tasks make possible?
- How does this connect to real outcomes?
- Name the required strengths
- What unique abilities are needed?
- How will these strengths contribute?
- What makes someone excel in this role?
- Then (and only then) cover the benefits
- What will they receive for making this impact?
- How will you support their growth?
- What makes your company special?
A-Players have choices. Lots of them. Most of all, they want to know their work matters - not just that it pays well.
So before you say you can't find A-Players, ask yourself: Are you just offering a job, or are you showing them how they can make a difference?
One quote to start the week strong
"Believe in yourself! Have faith in your abilities! Without a humble but reasonable confidence in your own powers, you cannot be successful or happy."​Norman Vincent Peale
It’s natural to doubt yourself when comparing your business to others.
One thing I’ve observed about successful entrepreneurs, though, is their unwavering belief in themselves.
It’s not arrogance—it’s an unshakable conviction that they’ll find a way forward, no matter the challenge.
Building a business isn’t easy (if it were, everyone would do it), but that deep self-belief often marks the difference between those who succeed and those who fall short.
Have a great week!
- Jean
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