Dr. Norman Vincent Peale - Enthusiasm Makes the Difference

Like an enormous map, the city of New York lay sharp and clear on that bright April day. From the window of a towering downtown office building, Sandy Hook could be seen far to the south and the George Washington bridge to the north. To the west the low hills of New Jersey retreated in mystic blue haze. The deep-throated whistle of an outward bound ocean liner came faintly from the harbor. The vast network of the worlds greatest city spread out below us.

The man behind the desk was obviously worried and the concerned look on his face underscored his feelings. Sometimes I wish I might escape my responsibility for the people in this organization, he said. Being the executive dealing with personnel can be a headache, believe me. Often I am compelled to do things that I dislike very much. To have the future destiny of people in my hands is something I do not enjoy at all.

But their destiny is not really in your hands, I countered. In the final analysis every mans destiny is in his own hands. But I sympathize with your problem, for you do indeed have to make decisions concerning people that can vitally affect their future.

And that, he replied, is exactly why I have asked you to come here today. Its about our mutual friend, Fred Hill. This is one of the most painful decisions I have ever had to make about the future of a man, and I need your help. I assured him that my help was available but that it was not quite clear to me how I, who knew nothing of the business problems involved, could give any practical assistance.

But you see, its not entirely a business problem; primarily its a human problem. As a matter of fact, this conference may well determine what happens to a dear friend; to his wife and three sons. How effective Fred can be henceforth, not only in business but in other capacities such as the church and community, gives me great concern. You see, he continued, there will be an opening in this organization within the next six months and from the business structural point of view, Fred is the logical choice for the job. Ive wrestled with my conscience, and in all fairness to the company, I cannot recommend him. So Im hoping you and I might figure out some way to help revamp Fred and, incidentally, I realize this is a mighty big order.

What needs to be done? I asked. He seems a top-notch man. I cant imagine anything wrong with him, except perhaps that at times he seems apathetic.

Thats just it, the executive exclaimed. Fred is well trained; hes had good experience; he has an attractive personality. Hes a good husband and a fine father. But he lacks drive and vitality. Fred hasnt an ounce of enthusiasm. If we could help him acquire enthusiasm, hed be the right man for the right job.

In six months time? I asked.

Six months, he repeated.

I was lost in thought, for this was a real problem. At last I said, You know, its possible that Fred has never been awakened.

My friend quickly picked up that suggestion. You may be right. If its so, hes not the only one. In personnel work, I see it all the timecapable people whove never been awakened. If only we could motivate themstarting with Fred. You know, I want to see him realize his potential.

As I rode home in the subway, I studied the faces of the passengersworried faces, dull faces, unhappy faces. I counted only a few people whose countenances reflected vitality and a positive attitude toward life. Many of us too often accept the humdrum life without making a fight for a better one. We think in a downbeat way that maybe we dont deserve more.