Schultz reminds us that metrics and efficiency—the traditional markers of a thriving business—are actually symptoms of something deeper: the morale and purpose that animates the people doing the work. Most leaders chase growth as though it were a destination, forgetting that employees can smell when they're valued only for their output. Consider how Starbucks' baristas, despite modest wages, often stayed with the company longer than industry norms suggested they should—because the company's early messaging made them feel like custodians of something, not merely order-takers. The heart he's referring to is that constellation of belonging and meaning that makes people want to show up better tomorrow than they did today.