It’s not just about what you want—it’s about the distinctive quality of that desire
More and more, organizations are talking about talents, energy, and what truly drives people. And rightfully so—never before have we seen such high rates of mental health issues in the workplace, including stress, burnout, and bore-out.
We’ve learned by now that superficial solutions—like fruit baskets, mindfulness sessions, or massage breaks—aren’t moving the needle.
This is why there’s growing attention for:
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What energizes people
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What people want to do
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What motivates them
But too often, these conversations lack a healthy dose of realism. Just because someone is passionate about helping others doesn’t automatically mean they have the potential to create value in the healthcare sector.
Companies are not wellness resorts.
We can’t expect organizations to create roles that someone simply enjoys—unless that person can also deliver a competitive advantage in that role.
This is where the realpolitik of genuine talents comes in.
We encourage both companies and professionals to work with what we call Genuine Talents—your natural strengths that make you stand out.
“Standing out” means:
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You have the drive to do something much more than others do → DRIVENNESS
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You’re naturally good at it and do it with ease → APTITUDE
Your DRIVENNESS and APTITUDE together form your natural potential. This is the strongest foundation you have for building real skills.
But here’s the catch—you need to compare yourself to others to truly know your Genuine Talents.
Asking “What do you enjoy?” or “What gives you energy?” isn’t enough. Those questions only make you look inward.
And no—you don’t need to worry that you don’t have genuine talents. We all have unique potential to contribute something meaningful.
But that means we must stop navel-gazing and start identifying where our DRIVENNESS and APTITUDE can create real value for the organization.
Discover your Genuine Talents.
When you do, you’ll find a role that fits you—and where you can make a truly distinctive contribution.
Peter Monsieurs
The Talentpassport