This week's episode is a departure. Tom shares a PowerPoint presentation from his talk entitled Mentoring as a Strategic Asset. The thesis of this talk is that organizations of the future, in order to thrive, perhaps even survive, must feature a mentoring culture. This means the people in the organization effectively act as both mentor and mentee to be, in ways that matter personally to them, better tomorrow than today. Given time and constituency demands, this is easier said than done. It is also exactly the mission of Mentor Machine Incorporated - to help leaders achieve this rare and invaluable status. Tom reviews his G.R.O.W.T.H. framework that typifies masterful mentoring, and offers ideas about how organizations of all types and sizes can evolve to a place where more of their people feel a sense of deep fulfillment.

In this last installment of the Frustration to Fulfillment series, the rubber meets the road. We look at some of the ways to take action that nourishes individuals and organizational culture through systematically increasing fulfillment in the workplace. It's not just a hot term or a fad - it is a recognition of the deeper aspects of human nature, and rising to the responsibility to take actions that lead to more flourishing. Though we look at some of these actions, the primary one - true in all intentional positive change - is a commitment to make it happen. That's the takeaway from today's episode. For more, check out thementormachine.com and/or contact tom at tom@thementormachine.com. The kinds of actions you can take, aside from seeing the latest research on engagement in the workplace, are finding ways to measure fulfillment, installing effective means to not simply teach, train, or coach - but to inspire, connect, and grow. These are the ingredients that give us more meaning and purpose, which in turn gives us the kind of fulfillment we call Alvea, which in turn creates a thriving organizational culture. Start building that right now!

In this installment of our continued review of our white paper Frustration to Fulfillment, we take a look at the workplace of the 21st century through a psychological lens. Specifically, we utilize the findings of Abraham Maslow, Victor Frankl, and Martin Seligman to apply positive psychological precepts to improve our individual level of fulfillment and our organizational culture. If you would like to read the white paper, please visit thementormachine.com, or reach out to Tom directly at tom@thementormachine.com.

Engagement is a hot word - many organizations do what they can to build engagement. Yet,

frustration is widespread: It shows up as fatigue, disengagement, or quiet dissatisfaction, even among competent and engaged employees. The problem is Engagement ≠ Fulfillment: Engagement keeps people interested for a while, but only fulfillment sustains them long-term. Fulfillment = Alignment: It emerges when people’s strengths, values, and contributions connect to meaningful outcomes.

• Only 21% of employees worldwide are engaged in their work. Nearly 80% are disengaged or frustrated (Gallup, 2025).
• Disengagement costs the global economy $8.9 trillion annually — about 9% of global GDP (Gallup, 2025).
• 70% of employees don’t believe their leaders create a culture where they can thrive (Deloitte, 2023).
• 1 in 3 workers say their workplace harms their mental health (American Psychological Association, 2024).
• Employees who find their work meaningful are 70% less likely to experience burnout (Gallup, 2024).
• Employees who feel they can use their strengths at work are 57% less likely to quit (Deloitte, 2023).

What can we do about all of this? Pay attention to Fulfillment and do what you can to build it. How? That's what we talk about in today's episode - Eye of Power style.

In this second installment of a series in which we explore the contents of our white paper entitled Frustration to Fulfillment: Contemporary Challenges and Effective Strategies in Building and Sustaining an Engaged Workforce and Thriving Organizations, we contrast the ideas of engagement in our work with fulfillment at work. The research is clear - engagement follows fulfillment, and leaders of 21st century organizations are well-advised to build systems that maximize fulfillment. We introduce a distinct concept, a particular kind of fulfillment, we call Alvea. In future installments, we will further examine the research behind these claims as well as offer action items for leaders who want to build thriving human-centered cultures.

Today's episode is the beginning of a series based upon a newly available white paper entitled Frustration to Fulfillment: Contemporary Challenges and Effective Strategies in Building and Sustaining an Engaged Workforce and Thriving Organizations, which presents the latest research regarding how organizations gain and lose productivity via the ways they foster, or degrade, engagement and fulfillment in their workplaces. In this first installment, Tom lays out current trends, the stakes involved, the causes for the decline, and the key area of focus leaders must address to guide their teams to long-term satisfaction.

Tom reviews his experience going solo on the On the Blue cruise, where he enjoyed many great conversations and made many new friends. He noticed some of the ways great conversations are born (and stifled.) In this week's show, Tom reviews seven things that you can use to improve the quality of your conversations, and by extension, the quality of your relationships, and thus, your life experience.

In this final installment of the review of the Eye of Power model, Tom walks us through the Purpose Quadrant. This is where we sharpen our efforts to find meaning in our work and in our lives. As in all the quadrants, there are four elements - two that keep us in place, two that move us forward - that we address to build our sense that what we do is important and matters in the world. This is a crucial process for us as individuals, of course. It is also important in any shared enterprise, because feelings of fulfillment open us up to building cultures of respect and trust - necessary if we want to sustain a thriving organization.