Hard Work 💪🏽 Reveals Who You Really Are 🏆

There’s a point in every challenge where the work stops being about skill and starts being about who you decide to be.

I’ve always liked doing the grocery shopping. Smith’s is right around the corner; Trader Joe’s (TJ’s) is five miles away. Smith’s is easier. We still choose TJ’s.

Both are large corporations with the resources to compete. Smith’s leans on buying power and lower prices; TJ’s could do the same — but they lead with happy employees and great service.

·       Smith’s has limited live cashiers and pushes self‑checkout.

·       At TJ’s, a smiling employee empties your cart and bags your groceries.

·       Ask a Smith’s employee where something is, and you may or may not get an answer.

·       Ask a TJ’s employee and they’ll walk you there — and tell you all about it and why they like it.

I’m not criticizing Smith’s or praising TJ’s. I’m just pointing out the difference between them: one relies on convenience. The other relies on people. And people win.

And lest you think it really doesn’t matter… these corporate choices have consequences: I’ve never recommended Smith’s to anyone; I can’t say enough good things about TJ’s.

Culture, training, and pride aren’t costs. They’re investments in who you want your employees to become. And the ROI is unmistakable: employees who exceed expectations because they want to.

This is the kind of hard work that wins the game of business and life. Get engaged in the work of building a culture that employees take pride in today.

Tom Bilyeu (born 1976): American co-founder of Quest Nutrition, which markets high-quality, low-carb protein bars, utilizing an intense direct-to-consumer social media marketing strategy.

Pride in Yourself 🧭 Leads to Proudly Exceeding Expectations🏆

At some point in your career, you realize the loudest voices around you aren’t nearly as important as the quiet one inside you.

There’s always a conversation happening in our heads — a mix of experience, instinct, and conscience. Whether you call it “knowing thyself” or simply listening to that inner voice that weighs your choices, it’s there to guide you toward what’s right and away from what isn’t.

And when the moment comes to act or speak, no one else carries that responsibility but you. You can learn from others, formally or informally, but the accountability is yours alone. The outcome is simple: you’re either proud of what you did, or you’re not.

In hospitality, you see this inner compass at work all the time. Someone stops to pick up something on the floor — not because they were told to, but because it’s the right thing to do. And when you don’t do it, your inner voice — and everyone watching — notices. There’s no pride in walking past something you know you should have handled.

Same with a guest asking for directions. You can point, or you can stop what you’re doing and walk them there. One meets expectations. The other exceeds them. And exceeding expectations is where pride lives.

We all get countless chances every day to choose between “good enough” and “go further.” No one cheers when you meet expectations — not in today’s competitive world. But exceeding them? That deserves a thousand thanks, because it means someone listened to their inner voice and followed through.

Get in the habit of catching people doing this right. They’re already proud of themselves — your recognition gives them a double dose. And the best companies let those double doses of pride reinforce their cultures of excellence every single day.

Lead in a way that reinforces pride in your workplace and your people today.

Osho, also known as Rajneesh (1931 – 1990): Indian godman, philosopher, mystic, and founder of the Rajneesh movement.

Pride Uses a Compass 🧭 Ego Doesn’t 🙈

Pride has to start with a gut check, because nothing derails a leader faster than believing they’ve already arrived.

 

Pride is a powerful thing — but only when it’s grounded in humility and self-awareness. Leadership always comes with authority; that part is automatic. But authority without responsibility and accountability can go straight to your head. That’s when power and an inflated sense of self-importance start distorting your judgment. Fulghum’s warning is clear: pride without self-knowledge becomes ego, and ego blinds you to the very things you need to grow.

 

That’s why humility and self-awareness matter so much.

 

·      Humility is quiet confidence — the opposite of arrogance — rooted in an honest view of yourself. Humble leaders stay teachable, acknowledge their limitations, and keep the focus on others. It strengthens relationships, supports well-being, and creates the psychological safety people need to do their best work.

·      Self-awareness is understanding your own motives, values, triggers, and impact. It’s knowing what drives you and how your words and actions land on others. Leaders with self-awareness make better decisions, build stronger relationships, and create workplaces where people feel seen and respected.

 

Without these, leadership can drift off course — and the impact shows up quickly: performance slips, morale drops, and people lose pride in themselves and their work. You’ll see it in the small things first: rising absenteeism, fading enthusiasm, declining attention to detail, or a shift in attitude that doesn’t match who they usually are. When those signs appear, your job is to intervene thoughtfully and professionally. Ignoring them doesn’t make them go away; it gives them room to grow.

 

Get involved. Show concern. Ask questions. Listen. Get help if you need it. Don’t let pride — yours or theirs — keep you from seeing what’s really happening. Be the leader who stays connected enough to know when your team needs support, direction, or simply someone who cares enough to notice. That’s the gut check. That’s the work.

 

Lead in a way that helps people feel proud of who they are and what they do — that’s the gut check that matters today.

 

Robert Fulghum (born 1937): American author (All I Really Need to Know I learned in Kindergarten) and Unitarian Universalist minister.

 

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.