Learning from problems and successes - shining a non-judgmental light on failure in order to learn from it contributes to psychological safety.
Help with the work - sometimes we all need information or skills we don’t have.
Giving enough time-but not too much - constant time pressure is destructive, and low time pressure contributes to boredom.
Providing resources - having the proper tools makes any task more efficient and enjoyable.
Allowing autonomy - self-direction creates drive.
Setting clear goals - knowing where you’re going, and why.
These are actions all of us can take to contribute to progress and positive inner work life in others. The effects of catalysts and nourishers are immediate. Support Progress with Catalysts and People with Nourishment "atalysts are triggers directed at the project, nourishers are interpersonal triggers, directed at the person." - The Progress Principle, page 82Ĭatalysts, actions which affect work, and nourishers, events which affect people, are powerful because while they contribute to progress, even before that, they contribute to positive inner work life. insight #2 highlights a critical warning about the asymmetry of good and bad events. insight #1 describes some ways to do this. Whether it’s employees, partners, co-workers, or our own children, fostering positive inner work life creates happiness while motivating greater performance. And it is life because it is ongoing, growing and changing, and affects life outside work. It relates to work because that’s where it takes place, and that’s what it affects. Inner work life is defined as “the confluence of perceptions, emotions, and motivations that individuals experience as they react to and make sense of the events of their workday.” It is inner because it is invisible to others, including supervisors. The Progress Principle states that progress contributes to positive inner work life, which contributes to progress, creating an upward spiral of creativity, engagement, and performance. Whether the company was floundering or flying, whether their manager was a saint or a jerk, it was the daily small wins which motivated people to try harder, to come up with more creative solutions, and to be happier while doing more. Studying data collected in real time from dozens of employees at seven companies, progress was the outstanding causative factor. Extrinsic rewards and punishment are the average manager’s first (and often last) resort. As inner work life rises and falls, so does performance.making progress in meaningful work is the most powerful stimulant to great inner work life." - The Progress Principle, pages 45 & 74Īsk any manager what motivates their top workers, what would turn their laggards around, and they’ll comment on carrots and sticks. Making Progress, However Small, is the Greatest Indicator of Performance and Satisfaction "ur research is unambiguous.
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