Fish: A Proven Way to Boost Morale and Improve Results by Stephen C. Lundin, Harry Paul, and John Christensen is a transformative guide to reinvigorating workplace environments. Through a captivating narrative centered around Mary Jane Ramirez, the book unveils strategies drawn from the world-famous Pike Place Fish Market that can reshape team dynamics, enhance productivity, and uplift morale. The story follows Mary Jane, a manager facing personal and professional challenges, who discovers four simple yet profound secrets to creating a thriving work culture.
Moving on from Loss
Mary Jane Ramirez had everything she thought she wanted. She had a loving husband, Dan, a beautiful home, and a promising future ahead of them both. They had just moved to Seattle, looking forward to a fresh start and new adventures. But everything changed in an instant when Dan suffered a sudden aneurysm and passed away. The shock and grief that followed were unimaginable. Mary Jane found herself drowning in sorrow, unable to process the loss or find any solace in the activities that once brought her joy.
For two years, she remained stuck in her grief. Dan’s absence loomed over every part of her life, and she couldn’t escape the emotional weight of it all. She poured herself into her job as a supervisor at First Guarantee Financial, hoping that work would provide a distraction. But despite her efforts, the pain of loss was always there, nagging at her every moment.
Her work environment, too, wasn’t helping matters. While the job itself wasn’t the problem, the toxic atmosphere at her workplace certainly added to her internal turmoil. She was promoted to manage the operations group on the third floor—a department with a well-known reputation for being a “toxic energy dump.” The two previous managers had left under duress, unable to handle the negative energy and low morale that plagued the team. Mary Jane was well aware of the challenges ahead. She had inherited a group of employees who were disengaged, unenthusiastic, and indifferent to the work they were supposed to be doing. This added pressure weighed heavily on her already fragile emotional state.
Mary Jane had always been a strong, capable woman, but she faced a personal crisis that affected her ability to perform in the workplace. Despite this, she knew she couldn’t afford to fail in her new position. The task was daunting, but she couldn’t shake her sense of responsibility for her team. She knew something had to change for her own sake and her employees, who seemed stuck in a vicious cycle of negativity. As she tried to motivate herself and her team, Mary Jane realized that her journey would involve more than just transforming her department—it would also be a process of healing and self-discovery.
Her grief was still unresolved, but this new professional challenge became her lifeline. She needed to find a way to lift herself from her sadness and lead her team toward something more fulfilling. The combination of personal loss and professional adversity made her realize that the work she was about to undertake—turning around the third floor’s toxic environment—was about improving the team’s performance, healing, and reclaiming control over her own life. Little did she know, the solution would come from the unlikeliest places.
Toxic Energy Dump
From the moment Mary Jane set foot on the third floor of First Guarantee Financial, she understood why it had earned the nickname “toxic energy dump.” The atmosphere was oppressive, a palpable heaviness that drained the life of anyone who stepped foot there. The employees were not just disengaged; they had become emotionally detached from their work. They showed up each day, but their energy and enthusiasm were non-existent. It was as though the third floor had become a holding pen for employees who were merely going through the motions, their eyes glazed over and their minds elsewhere.
Mary Jane’s first day in her new position was eye-opening. The lack of motivation was evident in every interaction. People worked in silence, with little to no collaboration or communication. There was no sense of camaraderie or team spirit. Employees rarely smiled; even when they did, it felt forced and hollow. The work environment was suffocating. It wasn’t just a place where people clocked in and out—it was a place where hope had all but disappeared.
She quickly realized that the situation was much worse than she had anticipated. The employees weren’t just unhappy—they had become numb to the idea of work. They were there for the paycheck, the benefits, and the security of their jobs, but they had no passion, ambition, or drive. They came in daily to get by, doing just enough to meet the bare minimum. There was no sense of ownership over their work, no desire to improve, and no enthusiasm to perform at a higher level.
Mary Jane’s frustration grew as she spent more time observing her team. She could see the signs of burnout in their faces and hear the defeat in their voices. It became increasingly clear to her that this wasn’t just an issue of poor performance—it was a cultural problem. The negativity on the third floor had seeped into every corner of the team’s dynamic, creating a toxic cycle that seemed impossible to break. Employees felt disconnected from their roles, their colleagues, and the company as a whole.
The pivotal moment came during a conversation with her boss, who bluntly referred to the third floor as a “toxic energy dump.” The words stung, but they were undeniably accurate. The environment on the floor had become a cancer slowly spreading, threatening to infect not only the team’s morale but also the company’s bottom line. Mary Jane knew that this was her chance to make a difference—or risk becoming another casualty of the toxic culture herself.
The pressure was mounting. The toxic environment was so deeply entrenched that Mary Jane’s confidence was wavering. She realized that if she didn’t figure out how to turn things around, she would soon face the same fate as her predecessors. The stakes couldn’t have been higher. But rather than succumb to the overwhelming weight of the situation, she decided to take matters into her own hands. She couldn’t afford to ignore the problem any longer. She had to act—quickly and decisively.
At that moment, Mary Jane realized that she wasn’t just managing a group of underperforming employees; she was staring down a profound challenge that required a deep shift in both mindset and culture. The atmosphere had to change if there was any hope for the team to succeed. The challenge ahead seemed daunting, but Mary Jane was determined. She knew that if she could inject new life into the third floor, she might save her team and reclaim her sense of purpose.
Finding Joy in Unconventional Places
In her search for inspiration, Mary Jane found herself walking the streets of Seattle one afternoon, looking for anything that could offer her a spark of hope. She was weighed down by the heavy atmosphere on the third floor, and her frustration was mounting. It wasn’t just about the lack of motivation in her team—it was her inability to find joy amid her grief and the challenges at work. In her mind, she wondered if there was a way to balance her pain’s demands with her job’s responsibilities.
That afternoon, she stumbled upon the Pike Place Fish Market as if by serendipity. She had heard about it before but had never visited. Something unusual caught her attention as she walked past the crowd in front of the market; the workers at Pike Place weren’t just selling fish—they were having fun. They were tossing fish through the air, joking with customers, and creating a spectacle from what most would consider mundane tasks. The energy was electric, and an undeniable sense of joy in the air seemed contagious.
At first, Mary Jane was taken aback. The market was bustling with energy, but it was energy, unlike anything she had ever encountered in a workplace. The workers weren’t rushing to finish their jobs—they were engaged, playful, and, most surprisingly, present in the moment. Their enthusiasm wasn’t just a façade; it felt genuine. They genuinely enjoyed what they were doing, and it radiated outward, transforming the experience for everyone around them.
Mary Jane’s natural curiosity led her to approach one of the workers, Lonnie, who had a particularly infectious energy. She felt a sense of hesitation, wondering if this was just a gimmick or if there was something deeper at play. Lonnie, however, quickly put her at ease. He spoke about how working at the fish market had transformed his life, not just financially but emotionally as well. He shared how the culture at the market had saved him from a dark time in his life. At that moment, Mary Jane realized that the joy and energy she was witnessing weren’t simply a product of the market’s uniqueness—they were the result of a philosophy that embraced choosing one’s attitude every single day.
Lonnie explained that the workers at the fish market didn’t just show up to do a job; they showed up to bring their best selves to work, no matter what was going on in their personal lives. This philosophy was not about ignoring personal issues—it was about consciously bringing positivity into the workplace, regardless of external circumstances. For Mary Jane, this was a revelation. She had been carrying the weight of her grief for so long that she had forgotten the simple power of choosing her attitude.
The more she learned about the market’s culture, the more she realized that the key to happiness and fulfillment didn’t necessarily lie in changing her circumstances—it lay in changing how she viewed them. She could choose to approach her work with the same energy and enthusiasm as the market workers. She could focus on the aspects of her job that brought her joy rather than getting bogged down by the toxic environment she had inherited on the third floor. Mary Jane left the Pike Place Fish Market that day with a renewed sense of possibility. It was clear to her now: no matter her circumstances, she had the power to choose how she showed up at work—and how she would lead her team moving forward.
Attitude is Everything
The central theme of Mary Jane’s encounter at the Pike Place Fish Market was that attitude is everything. This wasn’t just a motivational catchphrase—it was a profound philosophy that could transform any environment. When Mary Jane spoke with Lonnie, she was struck by his ability to maintain a positive and energetic attitude despite his struggles. He shared how, in his past, he had dealt with significant hardship, but rather than letting those challenges dictate his behavior, he chose to bring his best self to work each day. This was not just a matter of putting on a brave face—it was about genuinely approaching each day with enthusiasm and a mindset of possibility.
Lonnie’s words echoed deeply within Mary Jane, reminding her of something her grandmother had once taught her: even the most mundane tasks could be transformed into something enjoyable if you approached them with the right attitude. Mary Jane recalled how her grandmother would make dishwashing enjoyable by turning it into a game, making it fun rather than a chore. This was the heart of the philosophy at Pike Place Fish Market—attitude was the driving force behind everything they did. No matter the nature of the task, the worker’s attitude determines the energy they bring to the job.
Lonnie made it clear that even though people often had no choice over the work they were assigned, they always had a choice in how they performed it. It was not the task that mattered but how you approached it. Mary Jane began to see that her perspective had been shaped by her grief and the negative atmosphere around her. She had been allowing external circumstances to dictate her attitude, and in doing so, she had lost her sense of agency.
But now, having witnessed firsthand the power of choosing one’s attitude, Mary Jane understood that she could no longer allow herself to be a victim of her circumstances. She could choose how she engaged with her work, her team, and even her grief. She no longer lets the toxic energy on the third floor define her leadership style. She would lead by example, showing her team that no matter the situation, they had the power to approach their work with positivity and enthusiasm.
The real transformation for Mary Jane came when she realized she didn’t have to wait for the environment around her to change. Instead, she could create the change herself by choosing to bring a positive, proactive attitude to work every day. The more she embraced this philosophy, the more she could see how it would impact the atmosphere on the third floor. If she could teach her team to do the same—to choose their attitudes and show up as their best selves—it would change everything.
Mary Jane’s newfound perspective was simple but revolutionary. She understood now that when people choose their attitude, they have the power to transform not only their own experience but the experience of those around them. This was a key lesson that she would carry with her as she sought to turn the third floor into a vibrant, energized space. It wasn’t just about solving the team’s performance problems—it was about instilling in her employees the belief that they had the power to choose their mindset and transform their work environment.
Lessons from a Fish Market
As Mary Jane delved deeper into the culture of Pike Place Fish Market, she began to understand that there was more at play than just the joy and enthusiasm of the workers. The market wasn’t just an ordinary workplace—it was a living, breathing example of how business could be both serious and fun. There was a profound philosophy at the heart of the market’s success, and it was this philosophy that Mary Jane believed could transform the toxic energy of her own workplace.
One of the most powerful lessons she learned came when she took her children to the market. It was a way for her to experience the fish market through a new lens, and it opened her eyes to another critical aspect of the philosophy: play. The workers at Pike Place didn’t see their jobs as simply about completing tasks—they treated their work as a playful, enjoyable experience. This playfulness wasn’t about neglecting responsibilities or taking shortcuts; it was about infusing creativity and energy into every action, even those that might seem mundane or repetitive.
When Mary Jane’s children interacted with the workers, Lonnie encouraged them to participate in the market’s activities. Her son, Brad, was particularly taken with the experience, and during a conversation later, he shared a perspective that struck Mary Jane deeply. He explained that the workers weren’t just working—they were playing with the work. To him, the workers’ actions seemed like a game. This idea of turning work into play resonated with Mary Jane in a way she hadn’t expected.
At first, she had been skeptical of the idea. After all, businesses are often seen as serious and results-driven, where the emphasis is on productivity, deadlines, and efficiency. Fun and play were seen as distractions, not necessities. However, as she reflected on the concept, Mary Jane realized that integrating play into the workplace wasn’t about making light of the work—it was about shifting the atmosphere. When employees are encouraged to bring a sense of playfulness and fun into their tasks, it makes the work feel less burdensome and more engaging. It breaks down the walls of rigidity and fosters a more open, collaborative, and creative environment.
Mary Jane understood that the Pike Place Fish Market wasn’t just a business; it was a playground for adults. The workers weren’t just following orders—they were experimenting, improvising, and having fun while performing their duties. This approach helped them stay energized and creative, even when the work became repetitive. It also created a dynamic work environment that made customers feel welcomed and valued, not just as consumers but as participants in the experience.
When Mary Jane thought about how this philosophy could be applied to her own team, she realized that creating a space for play in the workplace didn’t mean being unprofessional or irresponsible. Instead, it was about fostering an environment where employees could approach their work with enthusiasm, spontaneity, and creativity. By injecting a sense of play into the office culture, employees would feel more energized, connected, and motivated. The process of making work fun could, in fact, drive better results—not because the work itself was less serious, but because the mindset behind it was transformed.
The more Mary Jane thought about it, the more she realized how important it was to incorporate play into her leadership style. It was a way to engage her team, break the monotony, and create a sense of camaraderie. Most importantly, it would help her team see their work not as a job to be endured, but as an opportunity to bring their best selves to the table, every single day.
The Third Secret to Customer Satisfaction
The third secret Mary Jane learned from Pike Place Fish Market was an essential one: putting the customer at the center of everything. At the market, the workers didn’t just see themselves as people who were there to sell fish—they saw themselves as entertainers, as creators of experiences, as people who had the power to transform the mundane into something extraordinary. The idea was simple,but revolutionary: customers should feel just as important, if not more important, than the workers themselves.
At Pike Place, every customer interaction was treated as an opportunity to make someone’s day better. Whether it was a quick, cheerful greeting, a personalized joke, or the excitement of watching a fish being tossed through the air, the goal was to create a moment of joy and connection. It wasn’t about pushing products; it was about creating a positive and memorable experience that made customers feel valued, respected, and appreciated.
For Mary Jane, this was an eye-opener. She had never before considered how crucial the customer experience was to the success of a business. She had always focused on internal processes and team performance, assuming that customer satisfaction would naturally follow from a well-run operation. But the lesson from the fish market was clear: if you wanted to create a thriving business, you had to prioritize the experience of the customer in every interaction.
This insight resonated deeply with Mary Jane. She realized that the same philosophy could be applied to her workplace. Even though First Guarantee Financial wasn’t a customer-facing business in the same way that the fish market was, the principle still held true. Whether it was an internal client—someone in another department—or an external customer, the experience had to be positive and meaningful. By engaging with customers in a way that made them feel important and valued, Mary Jane could create a culture of service and satisfaction that would benefit both employees and clients alike.
Mary Jane saw that the third floor’s toxic atmosphere wasn’t just impacting the employees—it was also negatively affecting the way they interacted with their internal and external customers. When employees were disengaged and apathetic, it reflected in their customer service. They weren’t taking the time to connect with clients, and as a result, those clients weren’t receiving the level of attention and service they deserved. But by changing the culture and refocusing on customer satisfaction—by making sure every interaction counted—she knew she could transform her team’s mindset and performance.
This lesson also helped Mary Jane understand that customer satisfaction wasn’t just about providing good service—it was about creating an experience that people wanted to return to. The goal wasn’t just to meet expectations, ut to exceed them, to make people feel something when they interacted with her team. Whether it was a warm smile, a helpful attitude, or an extra step taken to ensure a customer’s needs were met, Mary Jane knew that creating a customer-centric culture would be one of the keys to her success in transforming the third floor.
The fish market had taught her an important truth: the way people are treated in the workplace directly influences how they treat the outside world. If employees felt valued, engaged, and supported, they would naturally extend that same level of care and respect to customers. With this insight, Mary Jane felt empowered to lead her team toward a more customer-focused approach, one that would not only improve morale but also improve the quality of service and relationships both inside and outside of the office.
The Fourth Secret: Be Present
The fourth and final secret that Mary Jane learned from her time at Pike Place Fish Market was the importance of being present. At first glance, this might have seemed like a simple concept. After all, being physically present at work is something that most people take for granted. However, what Mary Jane discovered through her conversations with Lonnie and her observations of the workers at the market was that being present wasn’t just about showing up—it was about engaging fully in the moment, both mentally and emotionally.
At the fish market, the workers weren’t just physically standing behind the counter, ready to sell fish. They were deeply engaged in every interaction, whether it was with a customer or a colleague. They didn’t let distractions pull them away from the task at hand. Their attention was 100% focused on the person in front of them, and this presence created a genuine connection between them and the customers. Every action was deliberate and infused with meaning. When workers smiled at customers, it wasn’t just a polite gesture; it was a way to make that person feel welcomed and valued. When they threw fish across the market, it wasn’t just for entertainment—it was a way to make the customers feel involved in the experience.
Lonnie explained that being present was about more than just focusing on the task at hand—it was about being fully engaged in the moment and creating an experience that left a lasting impact on others. This philosophy wasn’t limited to interactions with customers but extended to the way employees interacted with one another. The workers at Pike Place weren’t just coworkers—they were teammates, and their success depended on their ability to stay engaged with each other, support one another, and maintain a shared sense of purpose.
For Mary Jane, this lesson was particularly powerful. She had seen firsthand how a lack of presence had affected her team on the third floor. Employees were disengaged and distracted, often mentally checking out before their shifts had even ended. Mary Jane had already recognized the importance of attitude and play in transforming her team, but being present was the next critical step. Without prea sence, the other elements would fall flat. It didn’t matter how positive the attitudes were or how much fun employees had in their work if they weren’t fully engaged with their tasks and each other.
Mary Jane began to understand that being present meant more than just being physically available. It meant being emotionally and mentally available to others—whether it was listening to a colleague’s concern, offering support to a team member, or engaging with customers in a way that made them feel seen and heard. She realized that presence was the foundation for creating genuine connections and fostering trust within her team. When employees were fully engaged at the moment, it not only improved the quality of their work but also enhanced the overall atmosphere of the workplace.
This insight had profound implications for Mary Jane’s leadership style. She realized that if she wanted to transform the third floor, she had to lead by example. She couldn’t expect her team to be fully present if she wasn’t. This meant being emotionally available, actively listening, and showing genuine care and interest in the work that was being done. It also meant prioritizing the well-being of her employees, recognizing that when people feel supported and valued, they are more likely to engage with their work in a meaningful way. Mary Jane now understood that presence wasn’t just a skill—it was a mindset, and it was the key to transforming both the workplace culture and the customer experience.
Implementing the Fish Philosophy
After Mary Jane absorbed the lessons from Pike Place Fish Market, she was eager to apply them to the third floor at First Guarantee Financial. Armed with the four key principles she had learned—Choose Your Attitude, Play, Make Their Day, and Be Present—she knew that she had the tools to turn her toxic team into a motivated, engaged, and high-performing group. However, the real challenge lay in making these abstract ideas concrete and actionable for her team.
The first step Mary Jane took was to organize a field trip to Pike Place Fish Market for her employees. She knew that experiencing the philosophy in action would have a much greater impact than simply talking about it. She wanted her team to witness firsthand how the workers at the market approached their jobs with energy, enthusiasm, and joy. Mary Jane believed that seeing the Fish Philosophy in action would spark a change in her team’s mindset and behavior.
The trip to the market was an eye-opening experience for everyone. The energy and enthusiasm of the workers were contagious, and her team couldn’t help but be inspired by the fun, engaging atmosphere. They saw how the workers’ attitudes, sense of play, customer-focused approach, and presence in the moment created an environment that was not only productive but also enjoyable. It was clear that the Fish Philosophy wasn’t just a set of rules—it was a way of living and working that infused every interaction with meaning and energy.
After the trip, Mary Jane held a series of staff meetings to discuss the lessons they had learned and how they could incorporate these principles into their own work. The team brainstormed ideas for how they could “choose their attitudes” every day, inject play into their tasks, create memorable experiences for their internal and external customers, and be more present in their work. Mary Jane divided the team into four smaller groups, each responsible for implementing one of the principles in the workplace. The groups were tasked with coming up with practical ways to integrate the Fish Philosophy into their daily routines and to present their ideas to the rest of the team.
The ideas that emerged from these brainstorming sessions were creative and diverse. One group focused on how they could incorporate more play into their work, finding ways to make routine tasks more enjoyable and less tedious. Another group focused on customer engagement, developing strategies to make each interaction more personal and memorable. The third group focused on the importance of presence, coming up with ways to improve communication and collaboration among team members. Finally, the fourth group worked on ways to shift their attitudes and outlooks, ensuring that each employee took responsibility for their own energy and engagement.
Mary Jane encouraged her team to reflect on these ideas over the weekend and bring their thoughts to the next meeting. It was clear that the process of incorporating the Fish Philosophy into their work had already begun to shift the energy on the third floor. The employees were excited about the possibility of change and eager to experiment with new ways of working. They were no longer showing up for a paycheck—they were actively engaged in transforming their work culture.
When the team reconvened the following week, they presented their ideas with enthusiasm and passion. The process of brainstorming and reflecting on the Fish Philosophy had already created a shift in their thinking. They were beginning to embrace the idea that work could be both meaningful and enjoyable. Mary Jane was amazed by the creativity and energy that her team brought to the table, and she felt confident that they were on the path to creating a more positive, productive, and customer-focused environment.
Over the following weeks, Mary Jane and her team began to implement their ideas. They incorporated play into their daily routines, found new ways to engage with customers, and worked on improving their communication and presence. As a result, the atmosphere on the third floor began to shift. The once-toxic energy was replaced with excitement, creativity, and collaboration. Employees were no longer just going through the motions—they were fully invested in their work, and their performance improved as a result.
The success of the Fish Philosophy on the third floor was undeniable. By embracing the principles of Choose Your Attitude, Play, Make Their Day, and Be Present, Mary Jane was able to transform her team from a disengaged, apathetic group into a motivated, enthusiastic, and high-performing unit. The Fish Philosophy had worked its magic, and the results were evident not only in the improved morale and productivity of the team but also in the positive impact it had on the customers they served. Mary Jane’s journey from personal loss to professional transformation was a testament to the power of mindset, attitude, and the ability to create change, no matter how challenging the circumstances.
Review Time
“FISH!” is a refreshing and inspirational read that provides valuable insights into transforming workplace culture through positivity and a customer-centric approach. Written by Stephen C. Lundin, Harry Paul, and John Christensen, this book takes readers on a journey to the iconic Pike Place Fish Market in Seattle, where the vibrant atmosphere and dedicated fishmongers exemplify the “FISH!” philosophy.
The authors effectively convey four fundamental principles—Choose Your Attitude, Play, Make Their Day, and Be There—that can be applied in any workplace to enhance morale, productivity, and customer satisfaction.
One of the book’s standout qualities is its simplicity. The “FISH!” philosophy is presented in a straightforward and accessible manner, making it easy for readers to grasp and apply these principles in their own professional lives. The narrative is engaging, combining storytelling with practical examples to illustrate the principles in action. Readers can’t help but be inspired by the fishmongers’ dedication and enthusiasm, which serve as powerful reminders of the impact of a positive attitude and playful approach to work.
Moreover, the book offers actionable advice on how to implement the “FISH!” philosophy within organizations. It provides real-world examples of companies that have successfully integrated these principles, emphasizing that a positive workplace culture not only benefits employees but also drives customer loyalty and business success.
However, while the book is compelling and motivational, some readers may find it lacking in deeper theoretical or strategic insights. It focuses primarily on the human aspect of workplace culture without delving extensively into the intricacies of organizational change or management strategies. As such, it may serve as more of a starting point for improving workplace culture rather than a comprehensive guide.
Final Recap
In Fish: A Proven Way to Boost Morale and Improve Results, Stephen C. Lundin takes readers on a journey of transformation, highlighting four powerful principles that can radically alter any workplace: Choose Your Attitude, Play, Make Their Day, and Be Present. Through the story of Mary Jane Ramirez, we learn how these principles can shift a toxic, disengaged work environment into a thriving, motivated, and productive one. By implementing the Fish Philosophy, Mary Jane not only revives her own team but also shares these valuable lessons with others, creating a ripple effect that extends beyond her own workplace.
The Fish Philosophy offers a proven framework for improving morale, enhancing customer satisfaction, and boosting performance. It reminds us that joy, engagement, and fulfillment at work are not just possible—they are within our control. By embracing these principles, anyone can create a work environment that fosters growth, satisfaction, and lasting success.