Mark Sanborn was just trying to get his mail. He’d moved into a new neighborhood in Denver, and like most of us, he expected the bare minimum from the United States Postal Service. You know the drill. A bill, a flyer for a pizza place you'll never visit, and maybe a package left out in the rain if you’re lucky. Instead, he met Fred Shea. Fred wasn't just a mail carrier; he was a guy who treated the neighborhood's mail like it was his own personal mission to protect.
That encounter changed everything. It led to The Fred Factor, a book that basically became a manifesto for anyone tired of mediocrity.
Honestly, the book is short. You can finish it in a single sitting on a flight from Chicago to New York. But its impact stayed around much longer than the flight. It’s about how passion in your work isn't something your boss gives you; it's something you bring with you. It’s about the fact that nobody is "just" anything. Not "just" a waiter. Not "just" a middle manager. Not "just" a mailman.
What Fred Shea Actually Did (And Why It Blew Mark Sanborn’s Mind)
Sanborn tells this story about how Fred took the time to get to know the residents on his route. He wasn't just dropping envelopes in a slot. When Sanborn was away on a business trip, Fred noticed the mail piling up. Most carriers would keep stuffing the box until it overflowed or just ignore it. Fred? He gathered the mail, put it in a safe place, and left a note.
He cared.
That’s the core of the The Fred Factor. Sanborn breaks it down into four specific principles, but let's be real—it’s really just about being a decent, proactive human being in a world that often rewards doing the absolute least.
Everyone makes a difference. This is the big one. It doesn't matter if you're the CEO of a Fortune 500 company or the person sweeping the floors. You have the agency to decide if the people you interact with have a better or worse day because of you. Fred proved that even "mundane" jobs have room for excellence.
Success is built on relationships. Technology makes things efficient, but people make things matter. Fred knew his customers. He knew who was home, who was traveling, and who needed a little extra help. In a business context, this is the difference between a transaction and a partnership.
You must continually create value for others. This doesn't have to cost a dime. Fred didn't spend money to provide better service; he spent imagination. He thought, How can I make this better for Mark? That’s a question most people forget to ask because they’re too busy looking at the clock.
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You can reinvent yourself through your work. You aren't stuck. If a mail carrier can turn a government job into a masterclass in customer service, what’s stopping the rest of us?
The "Zero Budget" Innovation Myth
A lot of people think that to be "extraordinary," you need a massive budget or a fancy title. Sanborn argues the opposite. He suggests that the most impactful changes are often free. Think about it.
How much does it cost to smile? Zero.
How much does it cost to remember a client's name or a small detail about their life? Nothing.
We live in a "transactional" economy now. Everything is an app, a bot, or an automated email. Because of that, the "Freds" of the world stand out even more than they did when the book was first published in 2004. When you actually get a human who cares, it feels like a miracle.
There's a specific nuance here that people often miss. Being a "Fred" isn't about being a doormat. It’s not about letting people walk all over you. It's about professional excellence as a form of self-respect. Fred Shea wasn't doing it because he wanted a tip or a promotion; he did it because he took pride in being the best mail carrier in Denver.
Is The Fred Factor Still Relevant in 2026?
Let's talk about the elephant in the room. The world has changed. We have AI doing half our work, remote offices, and a general sense of burnout that seems to cover everything like a thick fog. Does a story about a mail carrier from twenty years ago still hold water?
Kinda, yeah. Actually, more than ever.
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The "Quiet Quitting" trend or the "Great Resignation" showed that people are miserable when they feel like cogs in a machine. Sanborn’s message is an antidote to that. He isn't saying "work harder for your corporate overlords." He's saying "work better for yourself."
When you decide to be a "Fred," you're taking back control. You're saying that your output isn't defined by your salary, but by your character. That’s a powerful shift in perspective. It turns a boring job into a craft.
However, there’s a critique worth mentioning. Some people argue that The Fred Factor can be used by companies to exploit workers—asking for "extraordinary" effort without extraordinary pay. That’s a fair point. If a company expects everyone to be a "Fred" while paying minimum wage and providing zero benefits, that’s not leadership; that’s a bad deal.
But for the individual? The personal benefit of taking pride in your work is documented. Experts like Adam Grant have often discussed "prosocial motivation"—the desire to expend effort to benefit others. It turns out, when we help others through our work, we’re actually less likely to burn out. Fred Shea wasn't exhausted by his extra effort; he was energized by it.
How to Spot a "Fred" in Your Own Life
They’re everywhere once you start looking.
It’s the barista who remembers you like oat milk without you saying a word. It’s the IT guy who doesn’t just fix the laptop but explains how to prevent the glitch next time so you don't feel stupid. It’s the nurse who stays two minutes late just to make sure a patient feels heard.
Sanborn encourages us to not only be Freds but to recruit and reward them. If you’re a manager, you should be looking for "Fred-like" qualities during interviews. Don’t just look at the resume; look for the stories. Does this person have a history of going above and beyond when no one was watching?
And when you find them, tell them. Sanborn’s book wouldn't exist if he hadn't stopped to acknowledge Fred. A simple "I see what you're doing, and it's awesome" goes a long way.
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Practical Steps to "Fred-ify" Your Career
If you’re sitting there thinking, Okay, cool story, but my job is actually soul-crushing, I hear you. Not every job is a route through a sunny Denver neighborhood. Some jobs are tough. Some bosses are jerks.
But you can still apply the principles in small ways.
Start with the "Extra Five Percent"
You don't have to overhaul your entire personality tomorrow. Just pick one task you do every day and add 5% more care to it. If you write reports, spend five extra minutes making the summary easier to read for the person receiving it. If you’re in retail, try to make eye contact and give a genuine greeting to three people.
Audit Your Interactions
At the end of the day, ask yourself: Did I act like a Fred or a bot today? If you just went through the motions, that’s fine—we all have those days. But try to make the "Fred" days outnumber the "bot" days.
Focus on the "Who," Not Just the "What"
Every task you do eventually lands on someone's desk or in someone's hands. Think about that person. When you shift your focus from "finishing the task" to "helping the person," the quality of your work naturally rises.
Use Your Imagination
Fred Shea used his brain to solve problems before they happened. He didn't wait for a manual. If you see a recurring problem at work, don't just complain about it in the breakroom. Come up with a small, low-cost fix. Even if it's ignored, you've exercised your "Fred" muscles.
The Legacy of a Mail Carrier
Fred Shea eventually retired, but the ripple effect of his work continues. Mark Sanborn turned a series of observations into a global phenomenon because the message is universal. We all want to feel like our work matters. We all want to be treated with dignity and care.
The beauty of The Fred Factor is its simplicity. It’s a reminder that excellence isn't a destination; it's a choice you make every single morning when you put on your shoes and head out the door.
You don't need permission to be extraordinary. You don't need a promotion to be impactful. You just need to decide that whatever you’re doing, it’s worth doing with a bit of heart.
Next Steps for Implementation
- Identify Your "Fred" Moment: Think of one person in your professional life who consistently goes above and beyond. Send them a short note or email today specifically thanking them for their "Fred-like" service. It reinforces their behavior and builds your relationship.
- The "One-Thing" Challenge: Choose one routine task you perform daily. Identify one way to add value to that task for the recipient, without spending any money. Implement this change for one week and observe how it affects your own mood and the reactions of others.
- Read the Source: If you haven't read the actual book, pick up a copy of The Fred Factor by Mark Sanborn. It’s a quick read that provides more nuanced anecdotes and a structured "Fred" training guide for teams.
- Self-Assessment: Honestly rate your last five client or colleague interactions on a scale of 1 to 10. If the average is below a 7, identify whether the gap is in the relationship, the value created, or the spirit of the interaction.