I agree with the point, but may draw different conclusions from it than most will.

My point of view is informed by the book, First, Break All The Rules. That started as a study by the Gallup organization on what divides great managers from normal ones. They learned that great managers implicitly understand that people have skills and talents. Skills, like how to drive a car, you can teach. But you can't remain focused on the road for hours, enjoy doing data entry, or make someone feel listened to without having a talent for it. And grownups are too hard to change to make it worthwhile finding talents they don't have. So it is best to make people productive by shaping jobs to their individual talents, and not by trying to "grow" them into people they aren't.

So I absolutely agree that world class performers enjoy performing at that level. You don't reach that level without having a talent, and you don't develop that talent without being wired to find pleasure in what you do. But that's better thought of as a way of recognizing existing talents than as a way to change people.