Introduction

The impact shook everything for blocks. Fire, charged by thousands of
gallons of jet fuel, sucked so much oxygen out of the air around the impact
zone that windows in nearby buildings blew out as the towers of the World
Trade Center began to wither and then collapse. On the 32nd floor of the
World Financial Center, the offices of Barron’s Magazine shook. Computers,
office supplies, and equipment flew out the windows. Stunned workers
held on for dear life. Then, they carefully made their way out of the
building to safety. The editorial and business offices of Barron’s Magazine
had been almost instantaneously decimated. The damage was so great that
it took more than a year to refurbish the offices.
Yet, on September 11, 2001, as people fled the building, Barron’s
employees had already turned their attention to the task of publishing the
magazine on time. Months later, Ed Finn, Barron’s Managing Editor,
recalled that the attack had not prevented his employees from publishing a
full edition of the magazine three days after their offices were destroyed.
In fact, the idea of not publishing never even came up; the only question
any employee asked was how the team would accomplish it. None of us
would want to face the challenges that Barron’s—and many, many
others—faced that day, but we can all appreciate what the Barron’s
employees did. We can all agree that most organizations would love to
have employees who display that level of enthusiasm for their jobs, their
companies, and their colleagues.
This is a book about enthusiastic workers.

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