And in case you’re wondering, the data reveals that, for most of us, the problem of loveless work lies less in the fact that our job is too constricted and more in the fact that we can’t figure out how to weave. The ADP Research Institute’s global engagement study revealed that only 16–17 percent of workers say they have a chance to play to their strengths every day, whereas their surveys of a representative sample of the US working population reveal that 72 percent of workers say, “I have the freedom to modify my role to fit my strengths better.” In psychology we refer to this as an attitude-behavior consistency problem—we know we can modify our roles to fit ourselves better, but most of us simply don’t.

“So, no, your red threads won’t tell you in which particular job you will be successful.

Instead, they’ll reveal how you—one particular individual—will be most successful in whatever job you happen to choose.

Use your emotional reaction to the raw material of your life to pinpoint which activities have these red-thread qualities.

Once you identify these red threads, your challenge will be to weave them into the fabric of your life, both at home and at work. We’ll get into how to do that later in the book, but for now please know that you do not need an entire quilt made up of only red threads. You don’t need to “do only what you love.”

Instead, you need only to find specific loves—red threads—within what you do. Recent research by the Mayo Clinic into the well-being of doctors and nurses reveals that 20 percent is the threshold level: spend at least 20 percent of your time at work doing specific activities you love and you are far less likely to experience burnout. Research by colleagues at the ADP Research Institute reinforces this finding. According to their recent global study of twenty-five thousand workers, if you have a chance to do something you love each and every day (even if you aren’t good at it yet), you are 3.6 times more likely to be highly resilient.

So, yes, love matters, but you don’t need to love all you do. You just need to find the love in what you do. And as the Mayo Clinic research reveals, even a little love goes a long, long way

People desire and thrive on jobs that give them control over their own decisions. Since the 1980s, management literature has been filled with instructions for how to delegate more and “empower employees to empower themselves.” The thinking is exactly what we’ve heard from Paolo. The more people are given control over their own projects, the more ownership they feel, and the more motivated they are to do their best work. Telling employees what to do is so old-fashioned, it leads to screams of “micromanager!” “dictator!” and “autocrat!

Let’s face it, no one, regardless of how experienced or talented, is equally adept at every aspect of a job. In any case, as Immelt points out, even if you are above average across the board, no leader has the time to concentrate on every aspect of the job, especially in the earliest days of a new position. Think about where your personal involvement will yield the most leverage and where someone else might do an even better job.