Desire, while a powerful motivator, can also have negative impacts that limit emotional or existential well-being. However, desire serves and drives various aspects of human behavior, helping leaders set and achieve their visions. But the energy behind desire is rooted in always wanting more, which can lead to uneasiness and anxiety rather than sustainable fulfillment.

Desire-oriented leaders may be caught in a wild goose chase, where meeting one goal only leads to the need to achieve another that was not accomplished. It’s time for leaders to protect themselves from the turbulence of desire and embrace a more effective leadership style.

Related: How to See (Clearly) What You Want to Accomplish

Desire as a promoter for success

Desire operates at a higher energetic level than indifference, fear or other emotions, allowing movement and ambition. Leaders can pursue chances and strive to push them further when they are motivated by a specific desire to possess or own. Desire has the power to push people away from precarious situations and encourage them to actively seek out better living conditions. For example, exposure to certain lifestyles through the media can motivate people to reach such endeavors, forcing them to shift from inaction to action.

But for the majority of people, desire is a fundamental factor that propels them toward achievement and change, which also makes it the least appropriate for long-term growth. That may sound contradictory, but it is built into their blueprint to always strive for more and seek more — and they very rarely feel content with what has already been done. Thus aiming to satisfy drive-generated desires takes the form of a never-ending pursuit, with the satisfaction or attainment of one objective goal only paving the way to yet another. Consequently, the initial ambition would be channeled into obsessive purchases, leaving leaders dissatisfied with their capture regardless of their accomplishments.

The drawbacks of desire: Compulsive behavior and addiction

The futility of desires tends to manifest in obsession, which has its consequences. It can be quite destructive as it leads to a lifestyle that is based on needs and wants. It can be overwhelmingly bad as it gives rise to addiction and dependency, where individuals become fixated on something outside of themselves. In the case of leaders, this is most evident when they seek figures of attention, possess hierarchy or are in a position of power. Such behavior is biased, as it makes individuals constantly crave attention, own things or flaunt their wealth, bent on the destruction of their mental state or emotional ties with other people.

People tend to jump from one goal to another in the race of attaining wealth; in such cases, satisfaction becomes a foreign concept. An ongoing fear of loss and worry about acquisitions may take over their lives. Constantly wanting more might even result in actions that violate moral principles when the need to advance or get more prestige takes precedence over honesty.

Related: 12 Character Traits Exceptional Entrepreneurial Leaders Have In Common

The evolutionary foundations of desire and how it impacts behavior

The relationship between one’s desire and the struggle for survival is complex, with the compulsive factor driving an eccentric function due to the hunger for basic necessities. These relationships can serve admiration or a social reputation, which derives attention and recognition, which is now seen as a societal need. As society developed, so did the desires and attachments built within it, expanding through civilization and culture. The terms “want” and “need” resemble each other, as they have no clear boundaries. The latter focuses on maximizing satisfaction, while the former focuses on minimizing reality.

For example, marketing in the cosmetics and fashion industries has thrived by promoting a standard of beauty and sex appeal to maintain consumption. Leaders may be inclined to emphasize the outside works rather than the inner, leading to a rat race of power and wealth with no satisfaction or direction.

The chronic ‘wantingness’ dilemma

The chronic pursuit of “wantingness” leads to pathological behaviors, often resulting from unresolved internal conflict. Overamplification of desires can lead to compulsive behavior, involving imagining what an individual wants constantly. This can extend beyond possessions to a sense of ownership, constant seeking of approval or dominating others.

People with low self-esteem develop compensatory patterns, where external success compensates for feelings of insecurity. This can lead to behaviors that are not true to core values and principles, such as the need to please people or have prominence without real relationships. The attempt to satisfy these intense cravings is hyperbolic, filled with dissatisfaction and restlessness, often defined by unbridled hunger. The stress of desire can be transferred into social form through fixation on social roles or power relations, where social control establishes social relevance. These behaviors, while self-sacrificial and beneficial to society, can also have self-serving narcissistic drives based on self-valuation.

Related: How I’m Unlearning the Toxic Pattern of Always Wanting More — and How You Can, Too.

Conclusion

Desire is a powerful emotion that encourages people to work towards their goals and improve their quality of life. It can lead to growth and achievement, but it cannot be a permanent destination. Desire often results in an endless pursuit of external appreciation and accumulation, leading to dissatisfaction.

However, once surpassed, it can lead to stronger emotions like courage, allowing individuals to control themselves and follow actions based on logic. Desire can even be the starting point for a more authentic leader. However, it is important to understand desire as a worthwhile emotion, not the endpoint in the quest for an authentic leader.

If you’re looking to change careers, several fields will be growing well into 2025 and beyond.

The U.S. Bureau of Labor Statistics (BLS) estimates that an average of more than 19 million jobs have opened or will open every year from 2023 to 2033. Jobs that are highest in demand have the most open doors or openings over time, giving job seekers ample opportunity to find work.

Resume Genius released a report earlier this week pinpointing the 15 most in-demand jobs in the U.S. based on data from BLS’ Career Outlook publication for 2023 to 2033. Jobs were given a weighted score based on three factors: highest projected job openings (50%), long-term job growth rate (30%), and salary above the 2023 median annual wage of $48,060 (20%).

Related: These Are the 10 Highest-Paying Jobs With the Lowest Stress, According to a New Report

Education requirements for these roles range from no formal education for truck drivers to a master’s degree for substance abuse, behavioral disorder, and mental health counselors.

It’s important to note that some jobs, like software engineering, are poised for disruption with the introduction of AI to the workforce. For example, Meta CEO Mark Zuckerberg stated last month that Meta was working towards having AI code as well as a midlevel software engineer in 2025, leading to the possibility of Meta and other companies hiring fewer human engineers after implementing AI.

Here are the top 10 most in-demand jobs for 2025, according to Resume Genius.

1. General and operations manager

• Median annual salary: $101,280
• Projected annual job openings: 320,800
• Estimated job growth (2023–2033): 6%

2. Nurse anesthetist, nurse midwife, and nurse practitioner

• Median annual salary: $129,480
• Projected annual job openings: 29,000
• Estimated job growth (2023–2033): 40%

3. Software developer

• Median annual salary: $130,160
• Projected annual job openings: 125,100
• Estimated job growth (2023–2033): 17%

4. Heavy and tractor-trailer truck driver

• Median annual salary: $54,320
• Projected annual job openings: 240,300
• Estimated job growth (2023–2033): 5%

5. Registered nurse

• Median annual salary: $86,070
• Projected annual job openings: 194,500
• Estimated job growth (2023–2033): 6%

6. Accountant and auditor

• Median annual salary: $78,880
• Projected annual job openings: 130,800
• Estimated job growth (2023–2033): 6%

7. Management analyst

• Median annual salary: $99,410
• Projected annual job openings: 95,700
• Estimated job growth (2023–2033): 11%

8. Business operations specialist

• Median annual salary: $79,590
• Projected annual job openings: 107,400
• Estimated job growth (2023–2033): 5%

9. Market research analyst

• Median annual salary: $74,680
• Projected annual job openings: 88,500
• Estimated job growth (2023–2033): 8%

10. Substance abuse, behavioral disorder, and mental health counselor

• Median annual salary: $53,710
• Projected annual job openings: 48,900
• Estimated job growth (2023–2033): 19%

Click here for the full report.

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This Side Hustle Spotlight Q&A features Angel Rodriguez, 27, of Miami, Florida. Rodriguez uses the peer-to-peer boat rental platform Boatsetter to run his yacht rental side hustle.

^{Image Credit: Courtesy of Angel Rodriguez}

What was your day job or primary occupation when you started your side hustle?
I started my career as a car salesman at South Motors Honda, where I worked for three years. That experience helped me develop my skills in sales and marketing. From there, I launched my first business, Xperience Miami, a jet ski rental company.

Related: This 31-Year-Old Spends 2 Hours Per Week On His $3,000-a-Month Passive Income Side Hustle: ‘Trust Your Vision’

When did you start your side hustle, and where did you find the inspiration for it?
I launched my boat rental business in June 2023 — not out of inspiration, but out of necessity. At the time, my jet ski rental company was being forced to shut down due to new regulations in Miami Beach. I had two young kids to support, so I took a leap of faith. I maxed out my last bit of credit to finance my first yacht, hoping this venture would take off.

What were some of the first steps you took to get your side hustle off the ground?
After purchasing my first yacht, I asked myself: How can I stand out? I spent hours researching the market and came across Boatsetter, which I saw as a major opportunity. Instead of using Boatsetter to fill gaps in my schedule like many other charter operators, I went all in. I built my entire business model around their platform, applying a strategy similar to Airbnb arbitrage — but for boats. That decision made all the difference.

What were some of the biggest challenges you faced while building your side hustle, and how did you navigate them?
One of the biggest challenges was breaking the industry narrative. At the time, many in the Miami boating community viewed Boatsetter as just an add-on to traditional charters. When I told people I was dedicating my full schedule to the platform, I was called crazy. But I believed in my vision and trusted the platform. That trust paid off.

How long did it take you to see consistent monthly revenue? How much did the side hustle earn?
Within two to three months, I started seeing consistent revenue. By my third month, I hit $20,000 in earnings. By the end of 2023, I was averaging $30,000 per month.

Related: ‘My Brain Thrives on Variety’: His Side Hustle Inspired By ‘The 4-Hour Workweek’ Led to $600,000 in 16 Months

^{Image Credit: Courtesy of Angel Rodriguez}

What does growth and revenue look like now?
Today, I own six yachts and partner on two more. My business has generated over $3 million in sales, with approximately 70% of that revenue coming from Boatsetter. Our fleet is now valued at over $4 million, and every investment — including the first yacht I financed as a leap of faith — is fully paid off.

What do you enjoy most about running this business?
I love the people I meet and the fact that we get to be the highlight of someone’s vacation. For many travelers, renting a yacht in Miami is a dream experience, and I take pride in making those moments unforgettable.

Related: ‘Over $100,000 a Month’: His Spicy Side Hustle Became a Full-Time Business and Hit 7-Figure Revenue — Here’s How He Did It

What’s your advice for others hoping to start successful side hustles or full-time businesses of their own?
Build a strong team and create a family-like culture. None of this would be possible without the incredible people around me. My partner Henry, along with Celine, Chris, Jorge, Amanda and many more, have been instrumental in this journey. From the very beginning, I didn’t have much, but I had determination — and I credit a lot of my success to Boatsetter, which gave me the platform and the tools to grow.

Above all, bet on yourself. I had my first child at 17 and my second at 19, and I knew failure wasn’t an option. Everything I’ve built has been for my kids, Angelina and Alexander. They are my greatest motivation and my biggest “why.”

Some might say that meetings are the heart of business. They are where decisions happen, deals are made, and ideas take shape. But in fast-paced conversations, critical insights can slip by, strategic moments can be missed, and crafting the perfect response on the spot isn’t always easy.

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Amazon issued a return-to-office (RTO) mandate in September calling its corporate employees back to the office by January 2. Over a month has passed since the mandate, and some Amazon employees have yet to see the office — because Amazon can’t find enough desks to hold its 350,000-person workforce.

According to a Thursday report from The Wall Street Journal, Amazon has postponed RTO for staff assigned to dozens of U.S. offices, including New York City, Houston, and Atlanta, due to a lack of space. Amazon employees assigned to some locations are still working remotely as they wait for further instructions about when they should be in the office full-time.

The San Francisco Bay Area is especially short on space. Amazon has 18 offices in the region, but it lacks desks for at least 800 employees. In response last month, an internal group submitted a proposal to Amazon’s facilities division asking for a new office to open in the area. According to the WSJ report, a spreadsheet supporting the proposal has drawn signatures from close to 600 Amazon employees.

Related: JPMorgan Shuts Down Internal Message Board Comments After Employees React to Return-to-Office Mandate

An Amazon spokesperson told the WSJ in an email that “the overwhelming majority” of corporate employees have desks and that only “a relatively small number” of Amazon’s “hundreds of offices” are “not quite ready” for fully in-person work.

Even in offices with desk space, there have been logistics issues with the RTO mandate, such as where employees should park. Jeff Ferris, principal technologist at Amazon Web Services Cloud, posted on X last month that when he tried to park his car in the office garage, he was turned away by security.

“2,000 people, 900 parking spaces,” he wrote.

Haha, showed up for #RTO (er, return to office, not the usual Recovery Time Objective in my life of work) and got turned away by security at the garage. “2000 people, 900 parking spaces,” she said. ???

— Jeff Ferris (@trackzero) January 7, 2025

Some Amazon employees who are back in the office report not having teammates who work from the same location, challenging the objectives of in-person work.

When Amazon CEO Andy Jassy first announced the RTO policy in September, he stated that it would be “easier for our teammates to learn, model, practice, and strengthen our culture; collaborating, brainstorming, and inventing [is] simpler and more effective; teaching and learning from one another are more seamless; and, teams tend to be better connected to one another.”

He reiterated the message at a leaked all-hands meeting in November, telling employees that the RTO mandate was about “strengthening our culture” and fostering collaboration.

Amazon employees have been working in-person at least 3 days per week since May 2023. Other companies with five-day in-office policies include Salesforce and Walmart. Amazon laid off dozens of employees in its communications and sustainability departments last month.

Related: Starbucks’ New CEO — Who Lives 1,000 Miles from HQ — Will Not Tell Employees What Specific Days to Come Into the Office

Ten years ago, I stood on the edge of a tall, craggy rock with waves crashing dramatically around me. Three or four feet away, surrounded by foamy ocean surf, rose an even taller, craggier rock. The sun was hot, the air refreshingly cool. I was enjoying some much-needed downtime in Seychelles, and I’d climbed the rock because I wanted photographic evidence for my six daughters back home in California.

It occurred to me that it’d look even better if I could somehow make it to the second, more impressive rock, so I immediately set about trying to figure out how. I noticed a series of stones between the two that might serve as a sort of bridge; the problem was that my current perch was too slippery to simply climb down. I’d have to jump.

I was nervous but determined. I felt strong — a little athletic. Any doubts were overridden by a sudden surge of confidence, which instructed me to go for it. Then I heard my wife of 15 years, Rachel, who was filming from the shore, say, “Are you sure that’s a good idea?”

Related: The Only 2 Answers You Need to Figure Your Next Move

The video evidence of the disaster that followed will never see the light of day. Suffice it to say that I didn’t quite reach the second rock. Back at the hotel that night, as I lay in bed contemplating my painfully gashed leg, battered body and bruised self-esteem, it occurred to me that there was probably a leadership lesson in here somewhere.

I could think of my accident in one of two ways. The first was that my loving wife had fatally undermined my confidence at the moment of truth; otherwise, I’d have landed nimbly as a cat. The moral for aspiring business leaders is: Be bold. Don’t listen to naysaying voices. Believe in yourself, and success will follow.

The second perspective was that Rachel had asked precisely the right question. At nearly 40 years of age and not quite in my svelte prime, I should have understood that assaulting the second rock was a less-than-stellar idea. In fact, I probably had understood it. What I’d taken for confidence was actually bravado. I knew I was talking myself into a bad deal, but by then, it was too late to retreat.

After carefully considering the available evidence for a millisecond, I chose door number two. In my experience, leadership isn’t always about boldly preceding others over dangerous terrain. Often, it’s a matter of listening to all sides and thoughtfully accepting the best advice. Did I take time to listen to input from all directions as I ran my business?

Related: Are You Ready to Start a Company? Ask Yourself These 6 Questions.

Did I value other points of view to the point that I allowed them to alter outcomes?

In no particular order, here are some thoughts that occurred to me over the next 24 hours as I sat on the beach (poor me, I know) nursing my injured leg instead of scuba diving:

• Having a strong, competitive personality in any walk of life has its advantages, but humility doesn’t usually top the list. Being known for good ideas can cloud your memory of all the many, many bad ones that preceded or even accompanied the former. I’ve gotten okay at not emotionally investing personally in my own ideas over the years, but there are times when my king-of-the-hill side can take charge and propel me toward an unpleasant tumble. These are the times when I need as many people as possible to question my wisdom.
• If Rachel had asked her question ten seconds earlier, there’s a chance I would have thought it over and concluded that no, monkeying around on slick, hard, uneven surfaces was probably better left to climbers much more agile than myself. I wouldn’t be surprised, though, if she held back like she did because she doubted that I’d take the hint anyway.
• In the future, shaving off even a second or two of that hesitant doubt could mean the difference between a smooth, unmarred shin and the complete opposite. And the only psychological razor at my disposal in this scenario is to train and retrain myself to listen to people — especially people who know me well. There’s a very fine line between a leap of faith and a leap of hubris, and sometimes, you need partners with perspective to help you judge.
• Sparing room in your personality for approachability is exactly that: a conscious decision followed by practice. When it comes to sports, school, creativity, etc., we accept the relationship between practice and improvement without much fuss. With moral, ethical and temperamental matters, our approach is less precise. If I can train myself to climb, I can train myself to listen.
• Sometimes, you’re going to be wrong regardless. Rachel had a different view than I had as I crouched there precariously with waves crashing into me. A little exercise and training on my part, though, will probably alter her view if we find ourselves in similar circumstances in the future. Being wrong once doesn’t mean that I have to choose the less scenic spot from now on; it just means that I have to prepare better.

Albert Einstein reportedly said, “Any fool can know. The point is to understand.” I’ve known about the virtue of listening since I was a child, but how deep is my understanding? You might ask yourself the same question. Take it from a battered well-wisher: a warning that comes ten seconds too late is really a prophecy, and it sucks being at the wrong end of one of those.

JPMorgan Chase CEO Jamie Dimon dismissed the 1,312 employees who signed a petition calling for the bank to keep its hybrid work policy, telling workers in a Wednesday town hall meeting that the five-day return-to-office mandate would still go into effect.

JPMorgan told its over 300,000 employees last month they would be required to be back in the office five days a week starting in March. The return-to-office (RTO) mandate immediately received pushback, with hundreds of JPMorgan staff commenting on an internal channel. Employees even circulated a petition with 1,312 signatures (at the time of writing) calling for hybrid work to remain the bank’s default policy.

Dimon, it seems, is not moved.

Related: Over 1,300 Google Employees Have Signed a New Petition Asking For Job Security

“Don’t waste time on it,” Dimon stated when employees asked him about the petition during the town hall meeting, according to a recording obtained by Reuters. “I don’t care how many people sign that f—ing petition.”

^{JPMorgan CEO Jamie Dimon. Photo Credit: Manuel Orbegozo/Bloomberg via Getty Images}

Dimon said that while remote working, some employees failed to pay attention during Zoom meetings, which brought down their creativity and efficiency. He also doesn’t like being unable to talk to employees on Fridays, a popular work-from-home day.

Related: ‘Feels Like a Slap in the Face’: Some JPMorgan Employees Reportedly Aren’t Happy With Their Bonuses

JPMorgan saw a record $58.5 billion in profits during 2024, leading some workers to ask why the bank needed them back in the office full-time in 2025 if it proved able to drive record results even while some employees worked on a hybrid schedule, per Reuters.

According to Bloomberg, 60% of JPMorgan staff already work from the office five days per week, including managing directors and salespeople. Back-office workers are most likely to currently work on a hybrid schedule and be affected by the change.

JPMorgan follows companies like Amazon and Walmart in implementing a strict RTO policy. The bank is the largest in the U.S., with $3.9 trillion in assets. It reportedly laid off fewer than 1,000 workers earlier this month.

Related: JPMorgan Is Reportedly Laying Off Around 1,000 Workers

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In the heart of Hancock Park in Los Angeles, California, a tiny miscalculation caused a domino effect that altered everything about how I approach business and life. A baby hummingbird, no larger than a few of my fingers, darted through an open door on my balcony. What followed was not just a tale of attempted rescue but a profound lesson in business and life that I never expected to learn from such a small creature.

As entrepreneurs and business leaders, we often pride ourselves on our problem-solving abilities. That day, my partner and I threw everything at the situation. This cute little bird was clearly confused and starting to panic. We didn’t want to harm the animal or scare it more than it already was.

We tried brooms, mops and even a Swiffer extended to its full length in our attempt to guide the hummingbird back to the open door. We tried to make everything dark except the doorway, hoping it would see the apparent path out and follow the light. We crafted makeshift solutions recommended by friends and videos on YouTube, such as adding sugar to bowls of water and eventually to the tip of the Swiffer itself. Each attempt was met with the same result — failure, but with a slight variation. Sound familiar?

The hummingbird’s behavior was fascinating and frustratingly familiar. Hour after hour, it hovered near the ceiling, caught in what appeared to be an endless loop between two light fixtures. The bird had found what it considered a safe zone, a predictable pattern that offered the illusion of security. Despite our efforts to guide it toward freedom, it remained steadfastly committed to its chosen path.

We covered the high windows with dark placemats to eliminate false exits. We draped a blanket across the room to reduce its options. A persistent reflection of sunlight remained on a small patch of ceiling, beckoning like a siren’s call to this baby. The bird, much like many of us in our businesses, continued to chase this artificial light – a metaphor so perfect it hurt to witness.

The solution was tantalizingly simple: if the hummingbird had just flown two feet lower and a foot to the right, it would have found the open balcony door — its ticket to freedom. But it didn’t. It couldn’t. Or perhaps more accurately, it wouldn’t. The safety of its established pattern had become a prison of its own making.

As this drama unfolded, I couldn’t help but see the parallels to our own business behaviors. How many times have we, as entrepreneurs, found ourselves in similar patterns? We stick to what we know, circling the same strategies, the same markets, the same approaches. We might make minor adjustments — a new marketing angle here, a slight product modification there — but fundamentally, we remain within our comfort zones.

Think about the last time you faced a business challenge. Did you immediately reach for your tried-and-true solutions? Did you, perhaps, simply add sugar water to your Swiffer, so to speak, rather than completely rethinking your approach?

The comfort zone is seductive. It offers predictability, familiarity and a sense of control. But like our hummingbird friend, this perceived safety can become a trap. In business, staying too long in your comfort zone can lead to stagnation, missed opportunities and, eventually, obsolescence.

The most successful entrepreneurs I know have one thing in common: they regularly force themselves to look beyond their immediate surroundings. They understand that breakthrough moments rarely come from doing the same things slightly differently. Instead, they come from taking calculated risks and being willing to fly two feet lower and a foot to the right of where they usually operate.

Consider companies like Netflix, which began as a DVD-by-mail service but was willing to look beyond its comfortable business model to embrace streaming. Or think about IBM’s transformation from a hardware company to a services and cloud computing giant. These weren’t just slight variations on existing themes — they were fundamental shifts that required leaving the safety of the familiar.

The fear and panic our tiny hummingbird experienced when trying to escape mirrors the emotions many of us feel when facing significant change. It’s natural. It’s human. But unlike our feathered friend, we have the cognitive ability to recognize our patterns and consciously choose to break them.

So, what’s the practical takeaway from this unexpected encounter? Here’s the challenge I propose: Be the hummingbird for one day, one hour or even just one minute — but with awareness. Observe your patterns. Where are you hovering? What artificial lights are you chasing? Most importantly, what would happen if you flew just a bit lower and a little to the right of your usual path?

Try these steps:

• Map your flight pattern. Take 30 minutes to write down your recurring business challenges and typical responses to them, identifying where you might be “circling the same light fixtures” in your professional life.

• Create a two-foot zone. Select one current business challenge and force yourself to generate three completely new solutions you’ve never tried before, even if they initially seem uncomfortable or unconventional.

• Schedule pre-set freedom flights. Block out two hours each month specifically dedicated to exploring new business opportunities, markets or strategies just outside your current operation, treating this time as sacred as any other business commitment.

The next time you face a business challenge, resist the urge to immediately reach for your usual solutions. Instead, take a moment to look two feet outside your normal range of vision. Ask yourself: Am I solving the real problem or just adding sugar water to a Swiffer?

The path to growth, breakthrough and freedom often lies just beyond our comfort zone. It’s not about making dramatic, reckless changes. Sometimes, it’s as simple as making a minor adjustment in our perspective or approach. The window to opportunity might be closer than you think — if you’re willing to break free from the familiar patterns that keep you circling in place.

In business, as in life, the lights we chase aren’t always the ones that will lead us to where we need to go. The real question is: Are you ready to try a different flight path?

How did the hummingbird saga end?

After a few hours, the bird started to panic and flew around faster and faster. It was doing the exact opposite of what it should be doing, which is to slow down and look for a different solution instead of trying the same thing over and over. We continued to be guided by the bird and do the same thing.

Finally, we realized the only way to help this little bird was to lower the ceiling. That seems crazy, right? How do you lower the ceiling of a building? Together, we came up with a remarkable way to do just that.

We found two large cardboard packing boxes and cornered the bird (gently) with one of them. Then, we slid the second box across the ceiling in a parallel manner, in essence creating a makeshift birdcage with a cardboard ceiling. We slowly lowered the entire triangle birdcage until the new “ceiling” was flush with the top of the doorway. The bird immediately flew out into the big blue sky.