Enthusiasm is about genuine enjoyment. It rubs off easily, and gets results.

ENTHUSIASM

Enthusiasm is about genuine enjoyment. We will only succeed if we have some excitement for what we are doing. It is what gets us through the hard times. When we genuinely enjoy what we do, if we have enthusiasm for it, we’ll do better and come closer to reaching our potential.

When we like what we do, we’re more productive and efficient. We are more willing to learn, to engage in the right risks, and to be open to new ways of looking at things.

When we make big decisions in our lives—like changing jobs or moving to a new city—we can start to wonder what we got ourselves into. The people are different, and we are used to something else. They go about their work differently, and we don’t know their ways. The conditions in which we are working are different (faster or slower, more technical or less). We are forced to admit these observations get us down until we can decide to become enthusiastic about the challenge before us.

We can sink into depression when we allow circumstances over which we have little to no control over to impact the aspects of life in which we do have control. It can take us a while to realize, but eventually, we conclude that we have to make the most of the resources we have, instead of worrying about the things we don’t have.

We can feel some regret in the failed connections and opportunities we miss before embracing this more enthusiastic perspective. In the end, it’s more productive to accept our mistakes and learn from them. We cannot use them as excuses. I’ve tried. It doesn’t work.

Enthusiasm is contagious. It rubs off on everyone within our proximity.

Regardless of the task, leaders have to be enthusiastic and genuinely enjoy what they are doing if they expect their teams to reach their true level of capability. There are exceptions to every rule, but an unenthusiastic leader will hold back those on their team from doing their collective best.

Enthusiasm stimulates others. Used in moderation, it can be useful. Too much or too little can be counterproductive. It takes a lot more energy to recover from high highs and low lows. Managing the middle is about maintaining a neutral equilibrium from giving us visibility to more creative alternatives. From this vantage point, our thinking is at its clearest, unclouded by emotion. Quiet enthusiasm gets results. Neutral equilibrium exudes confidence and rubs off in beautiful ways.

PRACTICE

· Out of all the tasks you do, list three that you enjoy the most and the three you enjoy the least.

· Which of your responsibilities do you enjoy the least? Are these expectations from others or duties you have created for yourself? How can you develop enthusiasm to compete these less-than-enjoyable tasks, particularly the ones over which you have no control?

COMMIT

[ ] I commit to myself to a practice of enthusiasm—to finding enthusiasm for the tasks I undertake.

Alongside technical skills, people who can master a range of subjective skills are better able to influence, deal with ambiguity, bounce back from setbacks, think creatively, and manage themselves successfully in their pursuit of mastery. Learn more about applying craft skills in the modern world.