Possessing passion for our work undoubtedly bestows a profound sense of purpose and motivation, driving us to embrace each day with enthusiasm. A sense of purpose and genuine belief in the value of our work are excellent motivators to get us out of bed every day. There is only one problem: such work is typically not in abundance.

Defined as ‘intense enthusiasm and excitement for what you do,’ passion fosters genuine devotion and propels individuals towards achievement in their chosen fields, as articulated in a Deloitte study. As the common saying goes: if you are passionate about your job then you don’t have to work a day in your life. It’s important to make a distinction between “liking” your job and “loving” your job. As Simon Sinek explains he takes notice when someone says “I love my job” which to him is a significant emotional expression rather than rational one: one that expresses “passion.” The late Khaled Bichara called it “عشق” or extreme love.

Yet, statistics reveal a stark reality: a substantial 87.7% of American workers lack this level of passion, as highlighted by the same Deloitte report.This majority reflects a global trend where a compelling ‘why’—a guiding purpose that ignites passion—is often absent in organizational missions. This is perhaps the case all around the world, and for good reason.

Many businesses operate in a routine manner, lacking visionary leadership or a compelling mission that could evoke passion among their employees. In his book “Start with Why” Simon Sinek explains when companies have a purpose which guides their strategies and actions, and that purpose is adopted by the whole organization, success and profits come as the consequence. He particularly emphasizes that the purpose of organizations is not to make money. This is like saying the purpose of man is to eat, drink and breathe. Money becomes a natural consequence of having the right ‘why’ for the organization, which is why he strongly recommends companies to always “start with why.” The ‘why’ is the trigger of that internal fire we call passion.

The very fact Sinek (and perhaps others) was compelled to write this book is precisely because starting with ‘why’ is quite uncommon. The vast majority of companies do not possess this compelling and passion-triggering ‘why’ that inspires people. During my work as a consultant and in my professional journey I can claim that many (if not most) entrepreneurs do not have a ‘why.’ Usually, the founder started the company to tap on a particular opportunity that presented itself then and has been managing the company since. In fact, many feel trapped and dream of cashing out and retiring; not quite passionate. Another example is a family business that was founded at the right time to tap onto a unique demand, but since then runs in a monotonous un-inspiring fashion. Its board has no particular vision runs the company in a “business-as-usual” mindset. In other cases, especially in weak economies, businesses are merely trying to survive. They have no capacity to dream big and incite passion.

In short, the idea of having a compelling and exciting destination that we strive towards, as wonderful as that is, is extremely scarce. This is no fault of the entrepreneurs or businesses described earlier. Passion-sparking compelling causes are just hard to attain. In fact, most people I talk to don’t even know what they’re passionate about, or what they would like to put their hearts and souls in. If they do, the opportunity to do so seldom presents itself. Being a business owner or a leader does not exempt from this common and natural human trait.

Thus, for the vast majority of people such passion is probably unattainable. Yet people still need to go to work, demonstrate discipline, work hard and earn a living. If such a majority experiences fulfillment for what they do (even if they’re not really “passionate”) that itself is a deeply under-appreciated privilege. If not, people still need to show discipline, work hard and earn a living; passionate or not, enjoying or not, fulfilled or not. This commitment to duty, whether born of passion or not, merits recognition as a vital privilege.

Perhaps much more important than passion is resilience. Discipline and hard work, especially in the face of mounting pressures, and the added pressure of not liking your job, would not be possible if people lack the stamina and patience to bear such pain and keep moving regardless. In fact, passion for a cause does not guarantee the determination of pursuing it, with all the sacrifices and risks that entails. It is this resilience, rather than fleeting passion, that sustains individuals through the challenges of their professional journeys.

Passion is probably overrated, while resilience is greatly underrated. My advice: pick resilience over passion any day of the week.

Omar Kandeel

Omar Kandeel, Adjunct faculty of Management at Onsi Sawiris School of Business