to bring out the best in whomever they encounter. That is, to spend less time scoring, critiquing, and correcting colleagues who make mistakes, and to spend more time identifying and rewarding colleagues who behave the way we wish everyone would behave. Leaders who engage in relentless fault-finding can't help but lead to a culture of bloodless execution. Leaders who celebrate small acts of kindness, who reward moments of connection, give everyone permission to look for opportunities to have a genuine human impact. I first learned this lesson when I studied the intensely human service culture at Commerce Bank (now TD Bank). It's hard to think of a less emotionally charged business than retail banking, but TD Bank has built a legendary brand by persuading tens of thousands of front-line people to think of their jobs as "retailtainment" -- not just providing technically adept service, but keeping customers engaged, surprised, entertained. This is truly an organization where small acts of kindness have become an everyday reality, a warm-and-fuzzy culture that attracted the attention of the famously no-nonsense editors at The Economist . How does TD Bank maintain its human-centered ways of working? In large part by defining the work of leadership as reinforcing positive behavior rather than correcting behavior that falls short. Front-line employees carry a kind of "pledge card" that lists the company's principles of great service. Bank managers and officers, as they visit locations and make the rounds, carry rolls of stickers. They slap these stickers on the back