If You Don’t Love What You Do Any More, Then What?

I got many comments on my recent piece, Do You Love What You Do?. My point was that these are trying times for executives—managing through three crises (public health, economic, and political) is taxing. Often it is the love of what they do—the mission, the customers, the staff— that keeps executives putting one foot in front of the other, day after day, even with an uncertain future.

Interestingly, most of the comments that I got were from executives who said they no longer love what they do—and were at a crossroads for what next. Like most problems . . .