The question is not whether a person has encodings. Everyone has encodings. The question is this: Which encodings will the journey of life lead you to discover, and will you trust them enough to align your life around them?

Discovering what you are not encoded for can be just as important as discovering what you are encoded for.

I find it comforting that even the people in this study, with all of their accomplishments, had episodes when they made missteps that temporarily knocked them out of frame. I came to see that errant turns can be helpful for getting into frame. The process of discovery does not allow for a perfect record. You cannot plan or think your way into a life lived perfectly in line with your encodings.

One view of the world argues for a two-phase approach to life: success to significance. First achieve success, then do something significant and meaningful. This study leads me to a very different approach: First discover a set of encodings, then trust that full commitment to a hedgehog built around those encodings is in itself a meaning-filled answer to the question of what to make of a life. It might lead to curing cancer or protecting freedom or reducing human suffering or advancing social justice, or it might not.

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.

This can be particularly disorienting if you thought success would make you eternally happy or fill your life with meaning, only to discover that it does neither. Achieving success or accomplishing a huge goal (whether personal or public) does not answer the question of what to make of a life. In fact, it can have the exact opposite effect, forcing the question back to the center of your existence, to be addressed anew.

In my previous research into the question of what makes great companies tick, my colleagues and I observed a prevalent precursor to corporate decline: the post-BHAG stall. BHAG (pronounced “bee-hag”) stands for “Big Hairy Arduous Goal.” In Built to Last, Jerry Porras and I discovered the power of having a BHAG to galvanize an organization, acting as a powerful mechanism to stimulate progress. But we also discovered that companies can become adrift and on the verge of decline after achieving the BHAG. To avoid this trap, a company needs to have an enduring reason for being (its core purpose) that acts like a star on the horizon, forever chased but never reached no matter how many goals the company achieves.