Studying passion has been Jon Jachimowicz's passion. Three of his latest findings can help managers and employees tap into passion—and know when to turn it down
When you pursue what you’re passionate about, it can be more difficult because you care more
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Managers widely consider passion a motivating force that sets top performers apart. But a string of recent research studies ask: What if passion isn’t as beneficial as we think?
That question has intrigued Harvard Business School Assistant Professor Jon Jachimowicz since he felt his own fire fading during graduate school—a startling recognition that sent him searching for answers. He talked to hundreds of people in his professional network about their struggles and soon discovered his career-defining focus: exploring passion and how businesses and leaders can harness it.
“When you pursue what you’re passionate about, it can be more difficult because you care more," he says. "Any setback hurts more.”
Jachimowicz has since extended his examination of passion to team dynamics, workplace fairness, and employee well-being. As murky economic signals and weakening consumer demand prompt many companies to cut staff, many managers will try to keep their teams focused and engaged.
Understanding three new findings about passion from Jachimowicz and his research colleagues could unlock motivation and help frazzled employees find balance.
This article was provided with permission from Harvard Business School Working Knowledge.