Passion 🔥 Thrives 🌞 Where Leaders Actually Care ❤️

A little context: the Hokey Pokey is a participation dance whose final line declares, “and that’s what it’s all about.” It’s lighthearted, but its last line raises a real question. What is it all about?

Staying with this week’s theme of passion for your work, I take it to mean there’s more to life than a simple, fun dance. Passion comes from knowing what you want and making it your purpose. It’s not about chasing greener pastures; it’s about finding joy where you are and not abandoning something meaningful just because the next thing looks shiny.

But we all know people who job hop, searching for something better. Managers often complain about them, but I see something different. Most people aren’t chasing titles — they’re chasing belonging, appreciation, and a place where they feel they matter. Sometimes they’re simply miscast. Emotionally intelligent managers see these signals and address them directly. It takes time. It takes interest. And it often reveals what the work is really all about.

Clients tell me they can’t find good employees. I tell them it’s like a farmer who can’t grow good fruit — it requires planning, nurturing, and the right conditions. In the workplace, the soil is your culture, the sun is the support you give, and the water is the benefits and care you provide. Roll up your sleeves. Invest in your people. Create an environment where employees can grow, contribute, and feel valued.

Do that consistently, and passion, along with satisfaction, commitment, and loyalty, doesn’t just appear — it blossoms. Try your hand at growing that today.

Curtis Spencer is the CEO of IMS Worldwide, Inc. (IMSW). They develop, manage, and consult on Foreign Trade Zones. Mr. Spencer is a nationally regarded expert on this. 

(Note: I’m uncertain about the attribution for this quote – I’m usually good at determining these things, but every now and then it’s a mystery.)

Your Career Won’t Change 🔧 Until You Do 🏁

We all know people who search long and hard for their dream job. They move when the time feels right when the path ahead finally presents itself. That’s when patience, resilience, courage, and commitment push you forward.

But change is never easy:

·       The comfort of the familiar can be misleading

·       The fear of the unknown quietly fuels resistance

·       The worry about looking weak creates hesitation

·       The desire to “go along to get along” weakens resolve

Sound familiar? I’ve coached countless employees who felt a change was needed but struggled to act on it. And I’ve been there myself. That’s when friends, family, mentors, and career coaches become essential.

People should never give up on the dream of who they want to be. Leaders can help by feeding those dreams with information, options, and honest conversations. Employees often wonder: Is this the right job for me? And if not, is there something else — here — that might be a better fit? Something I might be more passionate about?

That’s why internal job postings matter. They give employees a chance to explore, learn, and decide. They give leaders the opportunity to have open, non‑judgmental career discussions — about promotions, lateral moves, job shadowing, or simply testing new waters. They help people find fulfillment inside the organization rather than assume they must leave to grow.

You know your employees’ strengths and weaknesses. They know your customers, your product, and your culture. That combination is powerful. Helping people find the right fit isn’t just compassionate — it’s smart business.

Finding your passion is hard. Maintaining it takes courage and perseverance.

And remember: the best job for you is often the one you have. The trick is making it the one you love today.

George Burns (1896 – 1996): American comedian, actor, writer, and singer, and one of the few entertainers whose career successfully spanned vaudeville, radio, film, and television. He and his wife Gracie Allen appeared on radio, television and film as the comedy duo Burns and Allen.

Early Behaviors 💼 Shape a Reputation 👀 Faster Than Any Résumé

Passion becomes visible — in how you show up, how you contribute, and how you lead.

When I first started at the Golden Nugget, Steve Wynn told me to meet leaders across Las Vegas and learn how they ran their operations. I met all kinds. One kept his desk on a riser so visitors had to look up at him. Another walked the same route from his car to his office every day, never deviating. A third spent much of his day walking the floor, talking to employees, and listening.

After interviewing more than 20 senior leaders, I reported back. It wasn’t surprising that Wynn — and I — felt the floor‑walker was the strongest leader. He showed up with presence, humility, and curiosity. And people noticed.

Getting started on the right foot matters. People watch new leaders closely, and first impressions set the tone. As an HR leader, I always believed orientation and onboarding were essential — but what happens after those formal introductions is what truly defines someone.

In those first weeks, people watch and quietly ask themselves:

·       Are they listening, or just talking about what they did before

·       Are they humble, or are they selling themselves

·       Are they learning the culture, or clinging to old habits

·       Will they lend a hand, or hide behind a job description

These early behaviors shape reputations quickly. Fair or not, labels form fast.

That’s why HR leaders and supervisors must spend time with new employees — explaining the culture, answering questions, and guiding them toward the organization’s best behaviors. It gives people the strongest chance to succeed, blending their passions and strengths with the company’s needs.

Helping people succeed isn’t just good leadership. It’s good business. Every day. Starting today.

Robert “Bob” Marley (1945 – 1981): Jamaican singer, songwriter, and guitarist who was one of the pioneers of reggae.

Passion Is a Daily Decision — Not a One Time Revelation 🧠

Once you know what you want, passion becomes a daily decision — not a one‑time revelation.

Like most adolescents, I didn’t know what I wanted to be when I grew up. In high school I joined Key Club and volunteered as a teacher’s aide in a Head Start program. Teaching kids to read and appreciate nature. Classes held in a small Episcopal church and city parks. A young seminarian intern named Brian playing guitar and talking about giving back. That was the first spark — the moment I realized how good it felt to be of service to others.

That led me to a college major in personnel and labor relations. It was the late 1960s — civil rights, anti‑war protests, environmental activism — and I joined a band that sang about peace and equality. It was a time when you could actually meet the poets, academics, clerics, and troubadours you read about in the papers. People who believed they could change the world. People who made you want to try.

From there came a career in Personnel — and I watched it evolve into what we now call Human Resources. I was fortunate to work for a company that believed employees mattered and proved it every day. In an upstart casino industry that understood a simple truth: happy employees make happy customers who drive the bottom line.

At some point in all our lives, we get to decide what we want to be. And that decision gets tested every day. Sometimes it leads to change. Sometimes it leads to reaffirmation. But it’s always ours. Others can mentor, coach, and inspire — but nobody can choose our passion for us. That’s what gets us to show up. That’s how I became the Mayor of The Mirage.

Know what’s right for you. Hold onto it with real passion. And when the time is right, help others find their way. Because once you know what you want, passion becomes a daily decision — not a one‑time revelation. Every day. Starting today.

Abraham Lincoln (1809 – 1865): 16th president of the United States (1861 – 1865) He led the United States through the American Civil War. Abolished slavery. And was assassinated in office.

Success Follows Passion — Not the Other Way Around 🧠

Passion begins with self‑knowledge, not comparison. It’s personal, internal, and chosen. And when you find it, that’s enough.

The Lazy Person’s Guide to Success argues that success comes from working smarter, not harder — focusing on what truly matters, simplifying your life, and defining success on your own terms. It challenges the old belief that grinding is the only path forward, suggesting instead that clarity, efficiency, and contentment are far more sustainable.

Its core ideas are simple but powerful:

• Work less, think more — slow down long enough to choose wisely.

• Selective avoidance — let go of what doesn’t matter.

• The 80/20 rule — focus on the few things that create the biggest impact.

• Redefine success — prioritize freedom, happiness, and peace of mind.

The real takeaway is this: when life or work is happening fast, pause. Breathe. Think before acting. Passion can’t be found in the noise — only in the quiet.

But passion itself is different from efficiency. Efficiency is a strategy. Passion is a spark. One helps you succeed; the other helps you choose what’s worth succeeding at. Passion is the fire in the belly that tells you what you’re meant to do — not because it’s easy, not because it’s profitable, but because it feels like home.

If you’re lucky, you’ll love what you do and be good at it. But even if the world never hands you the trophy, loving the work is its own reward. Some people don’t need the cherry on top. The sundae is enough.

Let self‑awareness guide you to your passion today.

The Lazy Person's Guide to Success: How to Get What You Want Without Killing Yourself for It: (Published 2002): Ernie J. Zelinski 

https://www.amazon.com/Lazy-Persons-Guide-Success-Yourself/dp/1580084362 [1]

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[1] "This book explains how anyone can become more creative, more productive, wealthier and happier by working less and thinking more."-Fort Worth Morning Star Telegram "Ernie Zelinski helps others find the time to live." -Boston Herald

Market Success 📈 Starts in the Breakroom 🤝

Every leader wants to win in the marketplace. Most spend the majority of their time focused there. But market leaders almost always start somewhere else: they win in the workplace first. High employee engagement and a strong internal culture are prerequisites for external success, superior customer service, and sustained financial performance.

Key Aspects of This Philosophy

·      Employee‑First Focus: When employees feel valued, supported, and engaged, performance rises — and customer experience rises with it.

·      Internal Trust & Excellence: Investing in well‑being, trust, and development creates a competitive advantage competitors can’t copy.

·   Connecting Purpose: When employees understand how their daily work contributes to the company’s goals, they become passionate brand advocates.

When Conant took over Campbell Soup in 2001, employee engagement was the lowest in the Fortune 500 — and market performance matched it. Over the next decade, engagement rose to top‑tier levels, and shareholder returns followed. The lesson is unmistakable: employee experience drives business results.

This wasn’t new to me. At Cornell, I was a teaching assistant for Professor Harrison Trice[1], whose research on alcohol‑related workplace issues helped launch the first corporate Employee Assistance Programs. Campbell Soup was among the earliest adopters — and we implemented the same program at the Golden Nugget that same year. Those early efforts helped cement a simple truth: caring for employees increases engagement, loyalty, and performance.

Employee satisfaction supports customer satisfaction, and together they support higher company performance and profitability. And you don’t have to be a big company to care about your people. This works everywhere — large, small, and everything in between.

If you want to win in the marketplace, start by winning in the workplace. Start by caring for your employees today.

Douglas Conant (born 1951): American businessman (President and CEO of the Campbell Soup Company) and author (The Blueprint: 6 Practical Steps to Lift Your Leadership to New Heights).

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[1] https://rmc.library.cornell.edu/EAD/htmldocs/KCL04332.html

Job Descriptions Should Not Be Handcuffs 🔥

Getting people to take responsibility beyond their own job is easier said than done. Over time, we’ve turned job descriptions into rigid contracts — documents followed so literally that they unintentionally discourage the very engagement today’s quote calls for.

I recently completed a consulting project reviewing and rewriting job descriptions. Many hadn’t been touched in years, and both managers and employees were surprised by what they found. And not in a good way.

So I suggested a different approach:

·       Be realistic about Education and Experience Requirements.

If a degree is truly necessary, require it. If experience matters more, say how much and adjust the degree accordingly. This must reflect the labor market, not wishful thinking.

·       Document Duties and Responsibilities based on reality, not assumptions.

Ask employees what they do each day. Their answers often differ from what managers believe. If you’re going to write and use these documents, make sure they reflect what’s happening, what’s best, and what’s agreed upon.

·       Limit Knowledge, Skills, and Abilities to what you can objectively observe.

If you can’t ask a question about it or see it in action, it doesn’t belong here. Move the rest to a new category: Post‑Hire Expectations — the things you’ll evaluate during the introductory period.

·       Add a second new section: Other Related Duties.

These are the shared behaviors and responsibilities that make organizations work — smiling and making eye contact in service roles, coordinating with colleagues who serve the same customers, and knowing when to step in (or step aside). This may be the most important section of all. Customer experience depends on people understanding the shared nature of their work.

And then comes the leadership part.

Train and coach employees on the absolute necessity of working together, beyond their own job. Talk about it in meetings. Evaluate it regularly. Coach it continuously. Engagement grows when employees understand that their role is connected to others — and when managers stay engaged in reinforcing that truth.

Being responsible for more than your own job isn’t just an employee expectation.

It’s a cultural expectation.

And leaders are the ones who make it real today.

David Ducheyne:  Founder of Otolith, a boutique advisory firm that assists organizations and leaders in developing effective leadership.