When people realize that they have clear and meaningful goals, sufficient resources, and helpful colleagues, they get an instant boost to their emotions, motivation, and their perceptions of the work and the organization.
, 2004, metallic structure, 25 spheres in PVC with diameters from 29.5″ to 137.8″, Exhibition View, 3rd Biennial of Contemporary Art of Valencia
The power of progress is fundamental to human nature, but few managers understand it or know how to leverage progress to boost motivation. In fact, work motivation has been a subject of long-standing debate. In a survey asking about the keys to motivating workers, we found that some managers ranked recognition for good work as most important, while others put more stock in tangible incentives.
If you are a manager, the progress principle holds clear implications for where to focus your efforts. It suggests that you have more influence than you may realize over employees’ well-being, motivation, and creative output. Knowing what serves to catalyze and nourish progress—and what does the opposite—turns out to be the key to effectively managing people and their work.
In a dramatic rebuttal to the commonplace claim that high pressure and fear spur achievement, we found that, at least in the realm of knowledge work, people are more creative and productive when their inner work lives are positive—when they feel happy, are intrinsically motivated by the work itself, and have positive perceptions of their colleagues and the organization. Moreover, in those positive states, people are more committed to the work and more collegial toward those around them.
When we analyzed all 12,000 daily surveys filled out by our participants, we discovered that progress and setbacks influence all three aspects of inner work life. On days when they made progress, our participants reported more positive. They not only were in a more upbeat mood in general but also expressed more joy, warmth, and pride. When they suffered setbacks, they experienced more frustration, fear, and sadness.
Even ordinary, incremental progress can increase people’s engagement in the work and their happiness during the workday. Across all types of events our participants reported, a notable proportion of incidents that had a minor impact on the project had a major impact on people’s feelings about it.
Fortunately, to feel meaningful, work doesn’t have to involve putting the first personal computers in the hands of ordinary people, or alleviating poverty, or helping to cure cancer. Work with less profound importance to society can matter if it contributes value to something or someone important to the worker. Meaning can be as simple as making a useful and high-quality product for a customer or providing a genuine service for a community.
As I’ve been handing over some projects, I do realize that I don’t like to give them up. Especially when you have been with them from the start and are nearly to the end. You lose ownership. This happens to us way too often.Managers may send the message that the work employees are doing will never see the light of day. They can signal this—unintentionally—by shifting their priorities or changing their minds about how something should be done.
Nourishers are acts of interpersonal support, such as respect and recognition, encouragement, emotional comfort, and opportunities for affiliation. Toxins, their opposites, include disrespect, discouragement, disregard for emotions, and interpersonal conflict. For good and for ill, nourishers and toxins affect inner work life directly and immediately.
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