In the 1950s, a lesser-known experiment by Johns Hopkins researcher Curt Richter delivered a remarkable insight into the power of hope.
Richter placed domesticated rats into jars of water to observe how long they could swim before giving up. On average, the rats lasted about 15 minutes. But then something extraordinary happened. In a follow-up phase of the experiment, Richter would rescue the rats just as they were about to drown, allow them to rest briefly, and then place them back into the water.
The second time, the rats swam — not for 15 minutes — but for over 60 hours. That’s not a typo. From 15 minutes to 60 hours. The only difference? They had hope that rescue might come.
As startling as the experiment is, it offers a powerful metaphor for the human condition. When people have hope, when they believe that their efforts mean something, when they trust that someone will show up for them — they are capable of astonishing endurance, creativity, and resilience. This is a profound truth, even in the workplace.
In modern organizations, it is often leadership that plays the role of “rescuer” — not by pulling people from the water, but by instilling belief that there is a shore, that effort matters, and that they’re not alone in the struggle.
Why Hope Is a Business Imperative
Hope is not just a soft, feel-good concept. It’s a performance driver. Hope fuels persistence in sales, innovation in R&D, and collaboration in teams. Without it, burnout rises, turnover increases, and morale suffers.
But with it? With it, teams can take on bold goals, survive market setbacks, and adapt faster to change. With hope, people don’t just tread water — they swim for hours, days, even years.
Leaders and managers create the environment in which hope can either flourish or die. That means:
Communicate a clear vision: People can endure a lot when they believe they’re moving toward something meaningful.
Recognize small wins: Every acknowledgment is a reminder that the effort is seen — and it fuels the belief that progress is possible.
Model resilience: Leaders who show vulnerability and perseverance give permission for their teams to do the same.
Be present: Sometimes hope comes from simply knowing someone is in the water with you.
Progress matters: Leaders who highlight movement — not just milestones — remind teams that momentum is building, and that the future they’re working toward is getting closer.
We may not be rats in a jar, but every employee, at some point, feels like they’re treading water — pushing hard, but unsure how much longer they can keep going. The difference between sinking and swimming is often the quiet presence of hope. There’s an old proverb that says, “Hope deferred makes the heart sick” — and we’ve all seen what happens when people lose sight of why their effort matters.
As leaders, it’s our job to ensure people don’t just keep going — but believe they’re going somewhere. To help them feel seen, valued, and reminded that their work has purpose. Because when people have hope, they begin to uncover potential they never knew they had. And once they see it in themselves, there’s no telling how far they can go.