Of course, if we were able to watch a great athlete training, or a great writer writing, or a great coder coding, we would see that honing a strength is hard work—it is by no means easy to find that incremental margin of performance when you are already operating at a high level—and that a strength is not where we are most “finished” but in fact where we are most productively challenged. Yet we are told to resist the temptation to “just” play to our strengths, and instead to work constantly on our weaknesses. In common parlance, we are told to avoid “running around our backhand.” This betrays, perhaps, a misunderstanding of what a strength actually is. It is not, for each of us, where performance is easiest—it is where performance is most impactful and increasing.

Think back for a moment on that someone you know who lived a full life. You get the sense, don’t you, that they were on to something. That they had somehow cut through all the noise, and tuned themselves into a signal only they could hear. And they didn’t do this in spite of their work. Rather, they seemed to be doing it through their work. Their loves and their work were inextricably linked.

In their telling, “work” does not simply mean “job.” It is not merely manual or knowledge labor. Instead, “work” is anything of value they created for someone else.

The deepest principle of human nature is the craving to be appreciated,” wrote William James, the father of American psychology. It is impossible to be motivated and do great work if you don’t feel that somebody cares and appreciates what you do.

Studies have shown that for people to be happy and productive at work, they need to experience positive interactions (appreciation, praise) vs. negative (reprimands, criticism) with their manager/coach in a ratio of at least 3:1. (Watch out: For a marriage to work, you actually need a 5:1 ratio!!) So make it a simple habit to thank people each and every day —

and that includes using the word generously in emails to your team.

The monarch, and the position of the monarch, is unique. But an orchestra has a conductor, and a sports team has both a captain and a coach. The players do not, to any large degree, do things because they are the things the conductor, captain or coach has told them to do. The violinist follows the score; the footballer uses his talent and experience to move into position, to pass or to shoot. The music and the game would continue even if the conductor dropped his baton and the coach fell asleep. The great conductor, captain or coach will be a source of inspiration and imagination to his colleagues. But if these leaders understand their responsibilities they never assume the role of Big Boss or The Man Who Knows.

Of all the sources of fire, I’ve concluded that perhaps the biggest is sheer unadulterated love of the doing. It’s like a personal flywheel within: If you discover something you’re encoded for and you love doing it, then you can't help but want to do more of it, which means you can't help but get better at it, which means you can't help but move toward the intrinsic satisfaction of excellence in what you do, which further reinforces doing what you are encoded for and love to do.