Author: sydney.lofthouse@ifs.com

Commercial Excellence in Field Service: Assessing Trends & Defining Best Practices

5 Ways to Close the Gratitude Gap in the Workplace

Exploring the Potential of the Rise of Robots in Field Service

December 1, 2025 | 4 Mins Read

5 Ways to Close the Gratitude Gap in the Workplace

December 1, 2025 | 4 Mins Read

5 Ways to Close the Gratitude Gap in the Workplace

By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

Along with turkey and sweet potatoes, last week’s Thanksgiving holiday in the US served up a reminder to practice gratitude. Many of us could benefit from a more regular practice to cultivate gratitude in all areas of our lives – but the workplace is especially ripe with opportunities to show more appreciation.

And there are many reasons to do so, both for your benefit as a leader as well as because of the impact it has on employee morale and engagement. Here’s a quick recap of some evidence of the personal power of gratitude:

Can regulate the nervous system, reduce cortisol and lessen anxiety & depression
Can help individuals handle stress better & improve emotional resiliency
Can even help improve sleep and boost immunity

And, at work, gratitude has been shown to:

Improve satisfaction: employees who feel recognized at work are 2.5 times more likely to be happy with their jobs
Increase motivation: employees who feel recognized at work are 1.5 times more likely to feel motivated to do their best

If gratitude is good for us and helps our teams to be more motivated, happier, and less likely to leave, then why isn’t it easier to incorporate? For many, it’s simply because leaders are stretched so thin. But expressing gratitude doesn’t have to be overly time-consuming, and the payback is tremendous. In fact, in times where demands are high and resources are scarce, being grateful for what we have is even more powerful.

Action > Apathy

I’ve been inconsistent at best in gratitude journaling, so while it’s a practice I believe in, I won’t lead with that suggestion. Instead, here are five ideas taken from both personal experience and interviews with some really great leaders of relatively simple actions to take to harness the power of gratitude:

Deliver thanks in real-time, all the time. Think something? Say it! I’ve started practicing this in my everyday life with both gratitude and compliments. If something positive pops into your mind about someone else, tell them. We often underestimate how much of an impact these moments have on individuals. As leaders, we also often underestimate the significant power of very simple expressions of gratitude. A short handwritten note, a personal five minute call, even a really genuine mention in a meeting or email after – there are many ways to help people see how much they matter, don’t make it harder than it needs to be so that it feels time consuming or like another big “to-do.” Simple is extremely effective.
Rely on gratitude for powerful reframing. Is your team facing a really big challenge? What happens (for you and for them) if you try reframing it as an opportunity. Gratitude is an impactful lever of perspective. Any time you feel overwhelmed or frustrated by something you’re facing, see if you can shift your thinking to what opportunity it’s creating or how fortunate you are to be tasked with such a thing. Some situations are just really hard, this isn’t to minimize that – but if we work at it, we can almost always find something to be grateful for.
Try a new form of expression that might matter more. I had such an interesting conversation recently with Zach Mercurio, a researcher with a Ph.D. in organizational learning, performance, and change and author of The Power of Mattering. He spoke about how despite the employee engagement services industry being a $1,000,000,000 market, employee engagement is at the lowest it's been in 10 years. In our discussion, and in his book, he shares some advice for three experiences leaders should focus on creating to unlock the power of mattering: feeling noticed, being affirmed, and feeling needed. So maybe in how you convey gratitude, there’s a tactic you can deploy so that it will resonate better. You can read my synopsis of our discussion here or listen to the full conversation here.
Embed gratitude into your team’s culture. Think about how the benefits of gratitude can be expanded if you were to prompt an increase in expression within your team. How might you do this? I think of some of the daily practices we have as a family. At dinner, we share our favorite part of that day. At bedtime, we express appreciation for one another, our home, our health & safety, etc. What are some simple ways you could encourage more expressions of gratitude at work? Perhaps start each meeting with “What’s going well?” Again, it doesn’t have to be an intricate plan – it can be simple shifts that prompt more focus on thinking about and sharing the positive.
Offer a helping hand. Last but not least, do something to support someone(s) less fortunate than you. When we stay “stuck” in our own lens, we can lose sight of how much we have to be thankful for. Taking time to do something to help a less resourced group is a powerful act in many ways – serving a need in your community or network, reminding you your (relative) position of privilege, and creating the positive feelings of doing good for others. This is great to do as an individual, but can also be an exercise to consider for your team.

What would you add to this list? I’d love to hear more ideas! Email me anytime.

PS – I’m thankful for you, our wonderful Future of Field Service community.

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Commercial Excellence in Field Service: Assessing Trends & Defining Best Practices

5 Ways to Close the Gratitude Gap in the Workplace

Exploring the Potential of the Rise of Robots in Field Service

November 23, 2025 | 6 Mins Read

Exploring the Potential of the Rise of Robots in Field Service

November 23, 2025 | 6 Mins Read

Exploring the Potential of the Rise of Robots in Field Service

By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

In an age where many households have a Roomba to do their vacuuming, it’s no surprise that there are already many proven use cases of how robots fit into the world of field service. With advancements in agentic AI, the question becomes how much more sophisticated and widespread can (and should) the use of robots in field service become?

One example of what’s become possible is newly announced collaboration between IFS and Boston Dynamics, which seeks to integrate Boston Dynamics’ quadruped Spot robots with IFS’s agentic AI platform, IFS.ai. This integration suggests the possibility of a seamless loop from sensing in the physical world to decision-making and action in the enterprise.

Robots Lessen the Pain of Labor Pressures & Skills Shortages

For organizations across many asset-intensive industries such as energy, utilities, manufacturing, and mining, an intelligent alternative to highly-skilled human field technicians holds tremendous appeal. Businesses across these industries and more are under mounting pressure as their field operations face both labor pressures and skills shortages.

It’s intriguing to consider how something like the IFS–Boston Dynamics solution is explicitly designed to mitigate these strains – offering a robotic option to autonomously perform inspection tasks that would otherwise require highly skilled humans. At the recent Industrial X Unleashed event in NYC, the companies demonstrated how the Spot robots capture a wide range of data—thermal images to spot overheating, audio to detect gas leaks, visual readings of gauges, even signs of spills or voltage irregularities. This data is fed into IFS.ai, which uses agentic algorithms to analyze anomalies, predict failures, and trigger enterprise actions such as maintenance scheduling or crew dispatch.

Conceptually, by automating routine inspections, organizations free up their human workforce to focus on the most critical, skilled interventions. This shift not only helps address labor shortfalls but optimizes the use of existing field teams, reducing downtime and improving resource allocation. To this point, yes, the coupling of physical robotics and AI also unlocks improvements in operational efficiency. With Spot feeding real-time data into IFS.ai, organizations can rapidly convert observations into enterprise-level actions: preventive maintenance, anomaly detection, and optimized crew dispatch. This kind of agentic, automated decision-making shortens response times and enables preemptive intervention. Rather than reacting to breakdowns, companies can proactively address potential issues and therefore maximize asset uptime, a key performance metric in field service.

Robots Enhance Safety in High-Risk Field Service Environments

In addition to how robots can alleviate pressure related to labor shortages, one of the most compelling arguments for robotics in field service is safety. Many industrial environments are hazardous: high-voltage substations, confined spaces, corrosive or unstable structures, or remote and difficult terrain.

In the IFS–Boston Dynamics model, Spot robots can enter these spaces instead of humans, minimizing exposure to danger. Autonomous inspections may be easier to be performed more frequently than manual ones, allowing organizations to potentially catch issues earlier and reduce the risk of failures that sometimes prove catastrophic.

This article from Robotics & Automation News reinforces the positive impact robots can have on safety. It discusses how various types of inspection and maintenance robots (drones, crawlers, quadrupeds, and climbing robots) are being deployed for infrastructure monitoring, non-destructive testing (NDT), and remote asset inspection.

Some examples from various industries include:

Transmission Line Robots: Some utilities are using ground-based robots (including robotic arms) for energized line maintenance, transfer of conductors, and insulator cleaning—tasks that would be especially risky for humans.
Inspection Robots for Infrastructure: Quadruped robots equipped with thermal, acoustic, and gas sensors are being used in refineries, petrochemical plants, or other sites with difficult terrain.
Non-Destructive Testing (NDT) Robots: Robotic NDT tools, including crawlers and tethered devices, can navigate pipelines, storage tanks, and other structures to perform ultrasonic or eddy current testing—reducing the need for human inspectors in confined or dangerous areas.
Collaborative Inspection Cobots: In aviation, for example, the Air-Cobot project developed a mobile collaborative robot that works alongside humans to inspect aircraft fuselages, capturing high-resolution visual and 3D scan data.

The Flip Side: 5 Challenges to Consider for Robotics in Field Service

While the potential to increase deployment of robotics in field service is promising in how it can help address labor challenges, improve safety, and create efficiencies, it is also not without significant challenges. Organizations must carefully examine these potential challenges to consider how to offset limitations and avoid potential problems.

Technical Complexity and Reliability. Operating in unstructured, unpredictable environments demands sophisticated engineering. Legged robots or drones must navigate uneven terrain, stairs, tight spaces, and obstacles. Sensor fusion, precise localization, obstacle avoidance, and autonomous navigation remain engineering challenges. Moreover, robots themselves need upkeep! So, organizations will need to consider how they “service” this new service workforce. Preventative maintenance for field-deployed robots is essential, otherwise they’re providing no value if not working in their mission-critical applications.
Risk in Human–Robot Collaboration. When robots and humans share the workspace, safety is a top concern. Human–robot collaboration (HRC) introduces dynamic and unpredictable interactions. Recent research is developing frameworks for real-time risk assessment, such as adaptive decision-making and dynamic ergonomics monitoring, to ensure humans are safe in shared workspaces.
Autonomy vs. Control. There is a trade-off to consider between full autonomy and human oversight. Some systems operate in fully autonomous modes, but many practical deployments rely on shared control or semi-autonomous operation to ensure reliability. In uses of robots alongside agentic AI, as in the IFS-Boston Dynamics example, it’s important to have parameters in place for how to override decisions, audit actions, or ensure accountability when robots act based on AI judgments.
Economic and Business Model Considerations. The initial capital cost of robots is nontrivial. While long-term ROI may be compelling (fewer outages, reduced labor risk, predictive maintenance), organizations must invest in robust hardware, integration, and training. There’s also the challenge of scaling: as more robots are deployed, managing fleets, software updates, and maintenance becomes increasingly complex. A related consideration is regulatory and safety compliance, especially in critical infrastructure. For example, robotics in power transmission must meet safety and reliability standards, and companies must build trust with operators, regulators, and unions.
Ethical and Workforce Concerns. Whether a factual or perceived intention, displacing workers is a sensitive issue. While it’s true that robotics can free workers from dangerous or mundane tasks, organizations should expect anxiety from employees and possible resistance from labor groups concerned about job loss. It’s also crucial to plan for how you’ll accommodate the need to retrain and reskill workers, not just to manage, maintain and interpret robotic systems, but to perform higher-value field service tasks.

Despite these challenges, there are applications where the trajectory for robotics in field service is promising. As both robotics hardware and AI become increasingly sophisticated, we may see a gradual but profound shift in how field operations are structured: routine inspections handled by autonomous agents, humans reserved for complex or strategic interventions, and safety improved through constant robot presence.

Moreover, as the inspection and maintenance robotics market continues to expand (it is projected to reach USD 146.9 billion by 2032), economies of scale may make robotics more accessible to a wider range of companies, not just the largest asset-intensive ones. This means that even if robotics are not on your immediate roadmap, it isn’t too soon to begin considering what role they could play and what strong human-robot collaboration that both benefits workforce wellbeing and operational performance looks like for your business.

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Commercial Excellence in Field Service: Assessing Trends & Defining Best Practices

5 Ways to Close the Gratitude Gap in the Workplace

Exploring the Potential of the Rise of Robots in Field Service

November 19, 2025 | 1 Mins Read

Industrial X Unleashed Highlights

November 19, 2025 | 1 Mins Read

Industrial X Unleashed Highlights

Episode 342

In this episode of UNSCRIPTED, host Sarah Nicastro shares highlights from IFS's Industrial x Unleashed event last week in New York, exploring why industrial AI requires a fundamentally different approach than consumer-grade tools, how leading organizations like Kodiak Gas are driving real value through agentic AI, and critical considerations for making AI solutions usable and meaningful in mission-critical operations.

What You'll Learn

Why industrial AI is fundamentally different from consumer-grade AI
The realities and risks of AI in high-stakes environments
Major industrial AI partnerships shaping the future
How leading organizations are already using agentic AI
How to build AI solutions frontline workers will actually trust and use
What it means to be a “promise keeper” and “agent of change” in enterprise tech
The mindset shift leaders need for the “intelligence age”
Why now is the moment to experiment, learn, and build

Follow Along

[00:00] Welcome & Episode Setup
[02:05] What Industrial AI Really Means
[05:12] The Stakes: Why Consumer AI Won’t Cut It
[08:20] PwC’s Mohamed Kande: Entering the Intelligence Age
[15:55] Agentic AI at Kodiak Gas
[19:52] Designing AI Workers Trust: Insights from Kriti Sharma
[25:10] Sarah’s Reflections: Adoption, Anxiety & Realistic Progress

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Commercial Excellence in Field Service: Assessing Trends & Defining Best Practices

5 Ways to Close the Gratitude Gap in the Workplace

Exploring the Potential of the Rise of Robots in Field Service

November 17, 2025 | 9 Mins Read

Symbols Without Substance: The Missing Leadership Link Killing Employee Engagement

November 17, 2025 | 9 Mins Read

Symbols Without Substance: The Missing Leadership Link Killing Employee Engagement

By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

In today’s talent landscape, employee engagement and experience get plenty of attention. Yet, all too often, it seems that attention isn’t translating into action that is having the intended impact. Where are efforts falling short?

Last week’s podcast guest has opinions, and they’re ones well worth your consideration. Zach Mercurio is a researcher with a Ph.D. in organizational learning, performance, and change and author of The Power of Mattering. He advises leaders in organizations worldwide on practices for building cultures that promote well-being, motivation, and performance and has been featured in the Harvard Business Review, Forbes, Psychology Today, The Denver Post, and ABC News.

The failure of employee engagement efforts is rooted in a desire to accomplish programmatically what can only be done interpersonally. In other words, the determining factor is leadership skills. “For the last 20 years, we've tried to tackle this employee engagement problem through programs and initiatives. Yet, employee engagement is at the lowest it's been in 10 years – despite the employee engagement services industry being a $1,000,000,000 market. Despite 100 validated assessments to measure engagement, countless well-being programs, DEI programs, perks, wage increases of 42% in eight years. Nothing's moved the needle,” urges Zach. “One data point that's really important in the latest Gallup survey was that amongst 15,000 people, just 39% could strongly agree that someone at work cared for them as a person. Just 30% could strongly agree that someone invested in their unique potential.”

The premise of Zach’s latest book is that mattering is what’s missing. “We can only solve this at the interactional level, which is very scary and exciting. It's scary because it means that all of your leaders have to show up in their daily interactions and make sure people feel seen, heard, valued, and needed, and they need the skills to do that,” he says. “It's hopeful because nobody can take away the power that you have to show up in your next interaction and do this. There's no red tape to caring. You don't need your organization's permission or your board permission or your shareholders' permission to show up in your next interaction and show someone they're cared for. So, it's completely accessible.”

The Power of Mattering

To understand why the power of mattering has such a pivotal impact, it’s important to understand that it is instinctual for us as humans – and to distinguish mattering from belonging and inclusion. “It's critical for organizations wanting to do anything about this, and really just in life, to understand is that mattering is first and foremost a survival instinct. It is our most primal survival instinct,” explains Zach. “If you want someone to contribute, they first have to believe they're worthy of contributing. If you want someone to share their voice, they first have to believe their voice is significant. If you want someone to use their strengths, they first have to believe that they have them. If you want something to matter to someone, they first have to believe that they matter. If you want someone to care, they first have to feel cared for. So, it's really the prerequisite to motivation, performance, and productivity. A lot of times, we've thought that people needed to add value to be valued. But psychologically, biologically, it's the opposite. People need to feel valued to add value.

And mattering is different than feeling one belongs, or even that one is included. To illustrate the distinction, Zach uses a team sports analogy. “Belonging is being picked for the team. Belonging is feeling welcomed, accepted, and connected in a group. Inclusion is being able and invited to play in the game,” he explains. “But mattering is feeling that the team wouldn't be complete without you. Why this is important is because mattering happens at the interpersonal level. You can't program your way out of it. There's no initiative or perk that can show someone how they matter. Only people can show people how they matter.”

Why Command and Control Leadership Will Never Cut it

When you consider the power of mattering, it becomes clear how command-and-control leadership is fundamentally incompatible with the innovation and loyalty leaders claim to want. Rather than putting in the effort necessary to yield employees who feel a strong sense of ownership and are empowered, many leaders simply pursue compliance.

“Despite what's on display today, command and control leadership doesn't work. A review of 43 studies from 1966 to 2021 revealed that authoritarian leadership styles are associated with reduced motivation, stifled creativity and innovation, lower job and task performance, higher turnover rates, and more dysfunctional team climates,” explains Zach. “A key contributor to these outcomes is the erosion of both interpersonal and organizational trust resulting from a lack of care and psychological safety. True sustained loyalty and performance emerge when leaders build trust, demonstrate care, and cultivate a sense of safety, not insight fear.”

So, then, the “wave of change” in leadership I refer to often on the podcast isn’t so much a movement away from an outdated style that doesn’t work anymore – but a reconciliation that it never actually did. “What it has done is incite short-term financial gain or shareholder value. If you look at the fallout of organizations that have had tyrannical leaders, there's usually a cycle of two or three years of increased shareholder value and then a massive rebuild,” says Zach. “It doesn't work in the long term. Fear incites short term bursts of energy; it doesn't work to motivate people. And one of the reasons why is you can’t think of the last time you were energized, in flow, creative, innovative, while simultaneously in a survival state of fear. They're fundamentally at odds. And so, it doesn't work for many of the outcomes we say we want.”

The Forces Fighting Against More Enlightened Leadership

If the science is clear, why is more enlightened, intentional leadership not yet the norm? Zach outlined numerous factors at play that. The first is that we’re in a period of significant geopolitical and economic uncertainty, and uncertainty tends to fuel more authoritarian approaches.

“We find that a rise of authoritarian leadership styles actually correlates with complexity,” notes Zach. “When something's complex or uncertain, we seek to control it. If you consider the different political variables going on right now, the societal variables, the technological uncertainty with regard to artificial intelligence, and hybrid work arrangements. When a leader can't get a grasp on something, they usually revert to control through fear. Leaders also aim to control what they don’t understand. Leaders who can't connect with people, they can't do the hard work to develop care and safety, or they don't know how to, or they don't want to take the time to, they usually try to control when they can't connect.”

Zach also discusses the issues of social decay and significantly reduced attention spans and speaks to how both play a role in eroding leadership focus and skill. However, with the rise of AI, it is more important than ever to be aware of these factors and protect against further erosion of crucial human skills. “Yes, AI can do our tasks. It can't take moral responsibility for them. Artificial intelligence can do things for you. It can't care for you. More people than ever are realizing that. And I think the most in demand commodity is going to be human trust,” he says.

In fact, he points out that for the first time, five of the 10 most in-demand skills for the future of work, by the World Economic Forum, are nontechnical such as curiosity, understanding, active listening and compassion. “If you cannot cultivate caring and trusting relationships,” says Zach. “I believe that in the next 50 years, you’ll have a nonviable organization when it comes to a sustainable labor force and sustainable output.”

While it’s hard to dispute the fact that these human skills will become even more crucial than they are today, honing them requires effort and applying them requires a view beyond the immediate. “I want to run a marathon, but it's really freaking hard to get up at four in the morning to run. I want financial security, but it’s really hard to stick to a budget every month,” says Zach. “We want all of these lagging indicators; we want the effects. But it takes consistent, disciplined work to invest in the leading indicator. We don’t approach developing meaningful, high-quality relationships through our interactions with the same rigor as we approach the outcomes.”

We’ve also done these skills a tremendous disservice by referring to them as “soft” for so long. “Anytime you see something as soft or simple, you're susceptible to an overconfidence bias,” Zach cautions. “This is emblematic of what we see across the landscape of human interactions; we think we're better at these things than we are.”

3 Skills That Create a Culture of Significance

Zach has created a framework in the The Power of Mattering to help leaders build skills that will close the gap between employee engagement intentions and impact. After asking thousands of people when they felt they mattered at work and to a leader, he landed on three major experiences leaders should build skills to create:

Feeling noticed. “They feel seen and heard. Someone actually remembered and checked in on the details of their life and of their work. Their voices were heard. The meaning behind their words, the feelings behind their words were addressed, and they had somebody that was checking in and not waiting for something to go wrong to hear from them,” describes Zach. “If you feel your direct report would react with fear and anxiety if you called them out of the blue, it's not that you're a bad leader. It's that too many of your interactions have been transactional.”
Being affirmed. “The recognition platform market is now a $19,000,000,000 market and is projected to be a $50,000,000,000 market in 2030. We have more employee appreciation weeks, peer kudos platforms and values-based awards, and yet people feel more overlooked than ever according to recent surveys,” explains Zach. “One of the reasons is that recognition is different than the interpersonal experience of being affirmed by another person. Appreciation is general gratitude for who someone is, their presence, their role. Recognition shows gratitude for what someone does, celebrating the wins. Affirmation is showing somebody how their specific, unique gifts make a specific, unique impact.”
Feeling needed. “When people feel replaceable, they'll act that way. When they feel irreplaceable, they'll act that way,” notes Zach. “One of the best ways to do this is to make sure people can see exactly how they and their unique perspectives, strengths, purpose, and impact are needed. You know, saying things like ‘if it wasn't for you’ and making sure people can see and walk the ladder all the way up to how they and their inputs are indispensable to something bigger.”

There’s nothing wrong with the creation of programs and the investment in platforms – it’s just important to understand that those things alone won’t get the job done. “An award, a certificate, a raise, a promotion – these are all symbols; they're all inanimate objects. An award cannot value somebody. A perk cannot value somebody. They can be symbols of value, but only people can value people,” explains Zach. “We only truly feel valued when other people value us. And that's why you cannot program perk your way out of an employee disengagement crisis. You can only reengineer how you and everybody in the organization shows up in daily interactions.”

And that work is simple, but not easy. The psychology behind this, the reality that there are no shortcuts to nurturing these very human needs – it makes perfect sense. It’s fairly straightforward to understand. But the bridge between understanding and impact takes attention, attention, and skill. To hear two practices to incorporate to build positive momentum, Zach’s advice on how all of this applies to “difficult” employees, and what to do when no one is making you feel like you matter, listen to the full podcast.

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Commercial Excellence in Field Service: Assessing Trends & Defining Best Practices

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November 12, 2025 | 3 Mins Read

Authoritarian Leadership is Out: Why (and How) to Embrace the Power of Mattering

November 12, 2025 | 3 Mins Read

Authoritarian Leadership is Out: Why (and How) to Embrace the Power of Mattering

Episode 341

What if the secret to sustainable performance and genuine employee engagement wasn't another program or initiative, but something far simpler—and infinitely more powerful? In this episode of UNSCRIPTED, host Sarah Nicastro sits down with Zach Mercurio, PhD organizational researcher and author of *The Power of Mattering*, to explore why feeling valued is a survival instinct, not a soft skill; how the three practices of noticing, affirming, and needing can transform your culture; and why command-and-control leadership is fundamentally incompatible with the innovation and loyalty leaders claim to want. Whether you're struggling with engagement, turnover, or the gap between the results you want and the results you're getting, this conversation reveals that the magic happens not in programs, but in the daily interactions where leaders show people they matter—and why that distinction changes everything.

What You'll Learn

Why mattering differs from belonging and inclusion—and why it matters most. Belonging is being picked for the team; inclusion is playing in the game; mattering is feeling the team wouldn't be complete without you. This distinction is critical because only mattering creates sustained motivation and performance.
How the "noticing, affirming, and needing" framework transforms daily interactions. Leaders who implement simple practices—like Zach's "noticing notebook" example—consistently observe, note details about their people, and schedule intentional check-ins to remind employees they're remembered and valued.
Why command-and-control leadership fails in complex, uncertain environments. Fear-based management may drive short-term gains but erodes trust, stifles creativity, and triggers survival mode—the opposite of the psychological state needed for innovation, problem-solving, and discretionary effort.
How to reframe "difficult employees" as people experiencing unmet needs. When someone acts out or withdraws, it signals disconnection, not defiance. Seeking understanding before evaluation—and investing in relationships first—creates the foundation for actual performance improvement.
The actionable difference between appreciation, recognition, and affirmation. Appreciation is general gratitude; recognition celebrates wins; but affirmation shows someone their *unique* strengths and *specific* impact. This specificity is what makes people feel genuinely valued.
Why symbols of value (awards, perks, raises) can never replace the daily experience of feeling valued. The magic happens when recognition symbols align with consistent, authentic interactions. No trophy overcomes the daily experience of feeling unseen, unheard, or insignificant.
How to start mattering work regardless of your organization's readiness. You don't need board approval to show up authentically in your next interaction. Leaders can lead by example, creating reciprocal norms that ripple upward and outward—all within their direct control

About the Guest(s)

Zach Mercurio is an author, researcher, and leadership development facilitator specializing in purposeful leadership, meaningful work, and the transformative concept of mattering. With a PhD in organizational learning, performance, and change, Mercurio has become a sought-after advisor for leaders and organizations worldwide seeking to build cultures that promote well-being, motivation, and sustainable performance. His research-backed approach challenges conventional leadership wisdom, demonstrating that feeling valued is the prerequisite to adding value. In this episode, Zach explores how leaders can move beyond transactional management to create genuine human connection in the workplace, offering practical frameworks—noticing, affirming, and needing—that directly address the crisis of employee disengagement. His insights are essential listening for service leaders committed to building organizations where people feel significant, engaged, and genuinely invested in collective outcomes.

Follow Along

[01:30] Belonging vs. Mattering: Why Only People Can Show People Their Value
[07:34] Why Fear-Based Leadership Fails in Complex Environments
[15:12] The Gap Between Wanting Outcomes and Doing the Work
[22:27] Notice, Affirm, Need: The Three-Step Framework for Creating Mattering
[29:50] The Power of Strategic Questions and the Noticing Notebook
[35:53] Showing Impact Through Evidence: The "Look What You Did" Practice
[40:21] Reframe Difficult Behavior: From Defiance to Disconnection
[46:32] You Matter: Finding Significance and Paying It Forward
[52:15] Why Recognition Programs Can't Replace Authentic Daily Interactions
[55:52] Lead With Care Regardless of Your Organization's Culture
[57:53] Where to Learn More and Final Thoughts

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts or Spotify. Also, subscribe to our newsletter right here.

Watch here:

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Commercial Excellence in Field Service: Assessing Trends & Defining Best Practices

5 Ways to Close the Gratitude Gap in the Workplace

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November 10, 2025 | 6 Mins Read

Walmart’s Offensive AI Strategy

November 10, 2025 | 6 Mins Read

Walmart’s Offensive AI Strategy

By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

Last week I attended Harvard Business Review’s virtual Future of Business event, which featured executives from across industries alongside academics discussing everything from geopolitical uncertainty and innovation to leadership and change management. One of my favorite sessions was with Doug McMillon, President and CEO of Walmart Inc.

McMillon’s 30+ year career with Walmart began in 1984 as an hourly associate, picking orders and unloading trailers in a warehouse. He went on to serve in senior leadership roles across each business segment before taking his current position as CEO in 2014. While much of the discussion was around leading with purpose in uncertain times, what stood out to me is how that mission is being applied to the company’s AI journey.

“The first thing that comes to mind with AI is opportunity,” McMillon said. “When GenAI first began capturing attention, we were pretty balanced in our mindset between offense and defense. That shifted over time to being offensive. There’s a great opportunity with AI for us to change.”

Starting Off Strong

While Walmart finds itself in a good position to play offense with AI today, McMillon spoke about how the foundation to be in that position was built over the past decade. He retold the tale of Walmart’s massive investment in transformation and the long-term view that was required. “It’s probably important to remind everyone that a little over 10 years ago we made a number of large investments simultaneously,” he explains. “Walmart invested billions in our people, billions to lower prices, billions in ecommerce and to modernize our tech stack.”

Doing so required commitment from shareholders, taking the profitability of the company down for some time. “Operating income was 6% when I took the role and came down to just North of 4%. Our shareholders paid for this so that we could invest in the future of the company. Over time, we’ve been able to bring that operating profit back up,” McMillon says.

Having this foundation in place positions Walmart well for the AI era. “Our technologists have done a great job of modernizing our tech stack and now we can infuse that with AI,” he says. “We know our priorities, we’re resourcing , we’re driving that change.”

Adapt to Continuous Transformation

A capable tech stack is just one piece of the puzzle, though. That foundational journey also readied the company for a necessary shift in approach to one of continuous transformation. “The catch up on ecommerce led us to understanding that we had to literally change the way we worked. You have to set yourself up to change all the time, not just once,” emphasizes McMillon. “That means constant learning, mindset shifts, changes to structure, new capabilities, a faster pace – so that you don’t fall behind again.”

AI will irrefutably bring with it a new wave of change, one that will transform how we work in ways we’ve only begun to imagine. “I do think every job we’ve got is going to change in some way. I can imagine how AI will change every one of them and create new jobs too,” says McMillon. “It will eliminate some tasks and some roles and what we want to do is equip everybody to make the most of the new tools available. To learn, adapt, add value, and drive growth and still be a really large employer years from now.”

6 Tips for Change Leadership vs. Change Management

Perhaps Walmart’s biggest offensive strength is McMillon’s view on what’s required to lead the company through change. His approach feels genuine, grounded, and people-centric and he shared a number of thoughtful insights on how to bring people on this journey.

When change is vast, focus on the constants. While the inclination is to talk about the ‘why’ and the ‘what’ related to change, in a time where change is immense, consider focusing instead on what isn’t changing. “We decided fairly early on to explain to people what wouldn’t change – the list of what would was long and could be overwhelming,” says McMillon. “We spoke about what we will stay committed to…our purpose, our four core values. Everything else is open to change.”
Keep technology in perspective. Even though McMillon is bullish on the potential around AI, the ethos for the company keeps things in perspective. “We say people led, tech powered. We want to be great at deploying technology, and we want to start with the humanity of the experience – the technology is to serve people,” he says.
Recognize when new skills are needed. Earlier this year, Walmart brought on a new role to help lead its AI journey. “We knew top down what we want to accomplish, but so many of us were doing these things on top of everything else,” says McMillon. “We created a new role, which reports to me, who has AI experience and whose responsibility includes speeding up our AI transformation.”
Invest in upskilling. We know that AI will change roles, but human talent will remain crucial. So, it’s important to invest in training, upskilling, and reskilling to bring your teams along and ready them for what’s coming. “We’ve given everyone a ChatGPT license so they can learn and grow and go through this process with us. We have 2.1 billion associates around the world and we’re giving them all the tools we can and being as transparent as possible,” shared McMillon. “Specific programs are being created for Walmart Academy, and we have Live Better U – we’ll pay for college tuition and books if people want to get a degree. I’ve run into people in a store that want to get into cybersecurity, for instance.”
Nothing replaces facetime. McMillon spoke about the amount of time he spends visiting Walmart locations and engaging with the frontline, and how much value that investment yields. “Sam Walton was in the stores all the time; he became a pilot to get around faster. I spend a lot of time visiting locations and 99% of the time no one knows we’re coming,” he says. “We show up and go straight to our associates helping people check out or picking orders. The conversations always lead to something – I always leave those visits with a list of to-dos longer than what I leave because the things I learn we can use to help the whole company.”
Prioritize honesty and consistency. In uncertain times and situations, fall back on honesty and consistency. “Being really honest about things is important and being consistent. Remind everyone what you’re trying to do. The rhythm of the company comes to mind; how often are you together in person? We really believe in that,” says McMillon. “Build relationships, earn trust, shoot people straight, go through it together. If something doesn’t work, acknowledge and move on to the next thing. Encourage, support, but lean in to change because the alternative is not very enjoyable.”

Walmart’s Technician Development & Field Service Revenue Potential

As McMillon spoke about some of the ways Walmart is investing in the upskilling and reskilling that AI demands, he shared that beyond opportunities with Live Better U, the company has begun training and certifying technicians. Further, Walmart is even offering those services externally. “We’ve been creating a lot of technicians – people to fix systems such as automated storage retrieval in DCs and HVAC,” says McMillon. “There’s more talent needed in the world to do those jobs, and we’ve been teaching and certifying them to do that work. In some cases, we have started to sell those services outside the company in what might grow into a profit center.”

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Why Modern Leadership Demands More Self-Reflection (And How to Fit That In)

November 5, 2025 | 2 Mins Read

Why Modern Leadership Demands More Self-Reflection (And How to Fit That In)

Episode 340

In this episode of UNSCRIPTED, Sarah Nicastro sits down with Erin Coupe, former Wall Street executive turned leadership expert, to explore why modern leadership demands greater self-reflection and how to achieve it without burning out. Erin shares powerful insights on transforming routines into meaningful rituals, building authentic leadership practices, and creating sustainable success without sacrificing personal wellbeing. Whether you're a high-achieving executive feeling stretched thin or a leader seeking to cultivate a more conscious approach to success, this conversation offers practical wisdom on balancing achievement with fulfillment in today's demanding business landscape.

What You'll Learn

How to transition from draining routines to energizing rituals that create lasting positive change
Why modern leadership demands more self-reflection and emotional intelligence in today's volatile business environment
The crucial difference between motion and momentum with meaning in leadership practice
How to measure the ROI of leadership development through preventing turnover, progressing innovation, and improving engagement
Why success metrics are shifting from pure productivity to fulfillment and energy management
How to implement authentic leadership practices within traditional corporate environments
The importance of becoming a steward of your own energy and presence in leadership roles
Why traditional success metrics based on time management are evolving toward fulfillment-based productivity
How to recognize when organizational culture needs transformation and navigate that change effectively

About the Guest(s)

Erin Coupe is a former Wall Street executive and Fortune 200 corporate leader turned international speaker and executive consultant. With extensive experience in high-pressure corporate environments, including Goldman Sachs, she now partners with top executives in Fortune 500 companies to develop authentic leadership practices and personal development strategies. As the author of "I Can Fit That In," Erin specializes in helping high-achieving professionals transform their approach to leadership through emotional intelligence, mindfulness, and holistic well-being practices. Her unique methodology combines her corporate background with expertise in neuroscience, energy dynamics, and personal development, making her a trusted bridge between traditional business success and modern leadership demands. Having experienced her own transformation from burnout to balanced success, Erin now guides leaders in creating sustainable success without sacrificing personal fulfillment.

Follow Along

[00:00] Intro: Why Modern Leadership Demands Self-Reflection
[01:37] From Wall Street to Wellness: Erin's Personal Journey
[05:24] Who Needs Inner Work? Understanding the Target Audience
[07:20] The Shift: Why Leaders Must Build Internal Trust
[13:08] Practical Tools for Leadership Transformation
[17:00] Routines vs. Rituals: The Power of Intentional Practice
[19:55] Measuring ROI: The Business Case for Leadership Development
[24:59] Can Inner Work Thrive in Corporate Culture?
[32:36] Looking Forward: Redefining Success Through Fulfillment
[34:16] Final Thoughts: Finding Your Leadership Path

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6 Tips for Intentional Leadership from One Who’s Walked the Talk

November 3, 2025 | 5 Mins Read

6 Tips for Intentional Leadership from One Who’s Walked the Talk

By Sarah Nicastro, Founder and Editor in Chief, Future of Field Service

In last week’s episode of UNSCRIPTED, I had the privilege of welcoming back Eduardo Bonefont, the former Worldwide Vice President of Technical Services at BD, to talk about the concept of intentional leadership. As someone who’s witnessed Eduardo’s commitment to leadership firsthand—both on the podcast and at industry events—I was eager to delve into his philosophy on mastering presence, setting boundaries, and creating a meaningful legacy through what he calls the “unfinished portfolio.”

Eduardo’s first appearance on the podcast was in episode 139, called “Slowing Down to Speed Up,” and it’s a discussion I still reference 200 episodes later. Last year Eduardo retired from BD and I knew he’d bring with him new insights having recently navigated that experience. He delivered by offering a collection of advice for how to embrace the opportunity of more intentional leadership – whether you’re at the height of your career or approaching retirement.

Eduardo began by clarifying what it means to be an intentional leader, emphasizing that it’s about “leading with purpose.” He explained, “Reactive leaders can no longer survive in today’s environment. Everything moves too fast. An intentional leader is defined by the conscious and strategic allocation of our most finite resources: time and energy.” Being intentional begins with a mindset, but for Eduardo it continues into an operating model for leadership that rests on three pillars: presence, strategy, and legacy.

#1: Master Presence

“Presence required me to shut out distractions to be fully invested in the critical moments that build trust and drive your cultures,” he shared. When I asked Eduardo about practical steps for ensuring full attention in critical moments, he was unequivocal: “The need for a leader to be present is not a soft skill you can develop. It is the foundation of effective communications and team culture.”

He advocates for leaders to “aggressively defend [their] focus,” modeling behavior by removing distractions, insisting on laptops being put away and video cameras turned on during virtual meetings. “Presence means listening with your eyes as much as your ears,” he said, “and your behavior sets a standard for the entire organization.” Eduardo’s advice is clear: “A leader’s most important responsibility is to model focus and respect for the team’s time. If you are distracted, the meeting’s value is instantly out, effectively wasting the time of everyone in that room.”

#2: Set Boundaries to Protect Time and Capacity

Eduardo emphasized that “the freedom to pursue the high-impact work of intentional leadership is not found; you have to manufacture that time.” He advocates for leaders to view their calendars as budgets, blocking out time for strategic thought and learning to “master the art of saying no.”

He explained, “If a request does not significantly advance your organization’s vision, it should be deferred, delegated, or declined.” Delegation, though challenging, is an opportunity to develop talent and free up time for visionary work. “Setting those boundaries to force deep working time is what enables you stop being a full-time operator and instead become a full-time architect on impact vision,” he advised.

#3: Prioritize Emotional Consistency

Eduardo also stresses the importance of emotional consistency, which he described as a strategic tool. He says, “the leader’s mood sets the tone for the entire team and the organization” and believes that consistency in emotion fosters trust and predictability, allowing teams to focus on execution rather than worrying about a leader’s reaction.

“Emotional consistency doesn’t mean you have to be robotic in your emotions… The power of expressing authentic emotion is very important,” he clarified. Eduardo stressed that authenticity, paired with deliberate emotional management, helps leaders inspire and energize their teams, driving them toward shared goals.

#4: Develop A Personal Operating Model

Turning vision into reality can be a real hurdle for leaders. Eduardo shared he’s adopted his personal model: “Think big, start small, move fast,” from a concept used by innovative organizations like Amazon and the Mayo Clinic.

He’s added his own twist, accepting risk, as a critical fourth principle. “Think big is about setting clear, disruptive vision. Start small is about prototyping and testing quickly to validate assumptions. Move fast is about maintaining velocity to outpace your industry… Accepting risk is about building a culture that tolerates failure as necessary input for breakthrough process,” he shares. He cautioned, however, that these principles must not compromise integrity or quality, reinforcing the need for boundaries even in bold innovation.

#5: Combat Complacency with Annual Rituals and Regular Team Engagement

Eduardo is adamant that “the status quo is almost always the enemy of the intentional leader.” He fights complacency through an annual ritual of performance reengineering, where he carves out time to really reflect on the question: “How am I going to significantly improve my personal and team performance for the prior year?”

He recommends a reflective period after the holidays to do this work of assessing what worked and what needs to change, as well as using cadenced one-on-one meetings not only as a routine touch-base but as strategic workshops focused on gathering feedback and identifying new opportunities. “Ample inspiration lies within your team. In your one-on-ones, get the updates – sure,” he says. “But go beyond the update and focus on two things: what feedback does the individual have, and what is their take on the biggest whitespace opportunities? This sets up some great discussions and makes the team accountable for innovation.”

#6: Consider Your Legacy

One of the most powerful concepts Eduardo introduced is the “unfinished portfolio”—the impactful contributions an individual leader is uniquely qualified to make. As retirement approached for him, he shifted his focus from monetary accumulation to the legacy contribution he’d have on his organization. For him, this led to taking more risks, coaching more, and setting bolder strategies, all with the goal of driving high-impact change to uplifts other and set a lasting example and to leave with no regrets.

When asked to share one final takeaway, Eduardo said, “Don’t let your expertise sit idle. Enjoy what you do and encourage others to do the same. Be the one who proactively brings the best version of your experience to bear the maximum positive impact.” He believes that this proactive approach not only drives purpose and experience but also creates lasting connections—“relationships that you’ve built over the years that continue to the future.”

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The Intentional Leader: Mastering Presence, Boundaries, and the Art of the “Unfinished Portfolio”

October 29, 2025 | 2 Mins Read

The Intentional Leader: Mastering Presence, Boundaries, and the Art of the “Unfinished Portfolio”

Episode 339

In this episode of UNSCRIPTED, host Sarah Nicastro welcomes back Eduardo Bonefont, who used to be the worldwide VP of Technical Services at BD. They'll talk about how to lead with purpose. Eduardo shares profound insights on mastering presence, maintaining emotional consistency, and leaving a lasting legacy through what he calls the "unfinished portfolio." Whether you're approaching retirement or seeking to maximize your leadership impact, this conversation offers practical strategies for protecting your time, driving innovation, and creating meaningful change.

What You'll Learn

How to maintain authentic presence by eliminating distractions and modeling focused engagement in critical moments
The "Think Big, Start Small, Move Fast" framework for driving strategic execution while managing risk
Why emotional consistency is crucial for building trust and how to balance authenticity with professional composure
How to protect your calendar and create boundaries that enable high-impact strategic work
The principle of the "Unfinished Portfolio" and how to maximize your leadership impact as you approach career transitions
Why staying relevant and connected to emerging trends is essential for maintaining strategic value
How to transition from operational necessity to strategic indispensability while developing future leaders
The importance of proactive legacy planning and why giving back to the industry matters

About the Guest(s)

Eduardo Bonifant is the former Worldwide Vice President of Technical Services at BD, where he established himself as an authority on intentional leadership and strategic service operations. With decades of operational experience in technical services, Eduardo has developed actionable operating models for purpose-driven leadership focused on presence, strategic execution, and legacy building. In this episode, he shares invaluable insights on mastering intentional leadership, including practical approaches to maintaining emotional consistency, executing bold visions, and maximizing impact through what he calls "the unfinished portfolio." His retirement shows his belief in leaving a lasting legacy. He still helps the service community by speaking and attending events like the Service Council Symposium. Eduardo's expertise in transforming service operations while maintaining strategic relevance makes this conversation particularly valuable for service executives seeking to enhance their leadership impact and create lasting organizational change.

Follow Along

[00:00] Intro - Mastering Intentional Leadership with Eduardo Bonifant
[04:08] The Power of Presence: Eliminating Distractions in Leadership
[09:14] Emotional Consistency: Balancing Authenticity with Leadership
[13:44] Think Big, Start Small, Move Fast: A Framework for Strategic Execution
[16:17] Breaking Free from Status Quo: Annual Performance Re-engineering
[19:31] The Unfinished Portfolio: Creating Lasting Impact Before Retirement
[24:04] Manufacturing Strategic Time: From Reactive to Proactive Leadership
[29:23] Legacy Planning: Staying Relevant and Connected Post-Leadership
[36:17] Key Takeaways: making Your Experience Count

If you enjoyed this episode, make sure to subscribe, rate, and review on Apple Podcasts or Spotify. Also, subscribe to our newsletter right here.

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