In all those ways, Graham sustained his team’s positive emotions, intrinsic motivation, and favorable perceptions. It suggests that you have more influence than you may realize over employees’ well-being, motivation, and creative output. Saved searches. In jobs with much more challenge and room for creativity, like the ones our research participants had, simply “making progress”—getting tasks done—doesn’t guarantee a good inner work life, either. And here’s the beauty of it: They will love their jobs. Click here for a larger image of the graphic. A person’s inner work life on a given day fuels his or her performance for the day and can even affect performance the next day. In fact, the nonjudgmental climate he had established made this happen naturally. We saw the latter in an internet technology company after user-interface developer Burt had spent weeks designing seamless transitions for non-English-speaking users. Amabile talks about the main findings of the book. When managers recognize people for the work they do, it signals that they are important to the organization. Applying a small wins strategy to your finances. They saw their teams as more mutually supportive and reported more positive interactions between the teams and their supervisors. They may destroy employees’ sense of ownership of their work. Important clues hide in the stories of world-renowned creators. However, they can put a smile on your face and help you gain some confidence. What events could evoke positive or negative emotions, motivations, and perceptions? On setback days, they were not only less intrinsically motivated but also less extrinsically motivated by recognition. That may require a significant shift. In an analysis of knowledge workers’ diaries, the authors found that nothing contributed more to a positive inner work life (the mix of emotions, motivations, and perceptions that is critical to performance) than making progress in meaningful work. The numbers alone cannot answer that. A second implication of the progress principle is that managers needn’t fret about trying to read the psyches of their workers, or manipulate complicated incentive schemes, to ensure that employees are motivated and happy. Motivations were also affected: On progress days, people were more intrinsically motivated—by interest in and enjoyment of the work itself. Resources were uncomfortably tight, and uncertainty loomed over the project’s future—and every team member’s career. 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. I felt that my opinions and information were important to the project and that we have made some progress. They can use catalysts and nourishers, the other kinds of frequent “best day” events we discovered. Those statistics become more interesting if they are partitioned on the basis of Our goal was to discover the states of inner work life and the workday events that correlated with the highest levels of creative output. This can be similar to the yellow jack in the Tour de France for example. 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. “Just wanted to say “WOW!” Our group has had many speakers over the years, but none the likes of Mike Kerr.”, Richard Dansereau, President, NAPA Autopro BDG, “Michael Kerr is one of the best speakers I have seen. The likely cause is your perception of the completed tasks as peripheral or irrelevant. Here’s a typical post-progress entry, from a programmer: “I smashed that bug that’s been frustrating me for almost a calendar week. Small wins give us the strength to reach further and try to accomplish more. In fact, only 35 managers ranked progress as the number one motivator—a mere 5%. The most common event triggering a “worst day” was a setback. You won’t have to figure out how to x-ray the inner work lives of subordinates; if you facilitate their steady progress in meaningful work, make that progress salient to them, and treat them well, they will experience the emotions, motivations, and perceptions necessary for great performance. This may save the employer on office space as they don't offer the employee a permanent desk. Dejected and de-motivated, right? Almost certainly, the causality goes both ways, and managers can use this feedback loop between progress and inner work life to support both. They received more than 12,000 separate diary entries, which they used to analyze people's "inner work lives" – their perceptions, emotions, and motivation levels – and to explore … The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, “One More Time: How Do You Motivate Employees?”, “Inner Work Life: Understanding the Subtext of Business Performance,”. All companies must define their culture … But it wasn’t nearly as prominent as progress. You don’t see any result until after a year later. This is an example of how incremental success can lead to small wins throughout a campaign. The vast majority of respondents ranked support for making progress dead last as a motivator and third as an influence on emotion. Sorry, the comment form is closed at this time. They may neglect to inform employees about unexpected changes in a customer’s priorities. Frequent and abrupt reassignments often have this effect. Steps forward occurred on 76% of people’s best-mood days. As another participant, a product marketer, wrote, “We spent a lot of time updating the Cost Reduction project list, and after tallying all the numbers, we are still coming up short of our goal. However, turning an awareness of the importance of inner work life into routine action takes discipline. If you’re an employee, remind your supervisor of the importance of small wins not only to your own sense of accomplishment, but for the success of the entire team. Create a small wins contest between teams. Early on, we realized that a central driver of creative, productive performance was the quality of a person’s inner work life—the mix of emotions, motivations, and perceptions over the course of a workday. After the excitement of their first attempt to build a DNA model, Watson and Crick noticed some serious flaws. If you are a manager, the progress principle holds clear implications for where to focus your efforts. Inner work life drives performance; in turn, good performance, which depends on consistent progress, enhances inner work life. And if he could not make that judgment, he asked. Perceptions differed in many ways, too. For good and for ill, nourishers and toxins affect inner work life directly and immediately. When the duo finally had their bona fide breakthrough, and their colleagues found no fault with it, Watson wrote, “My morale skyrocketed, for I suspected that we now had the answer to the riddle.” Watson and Crick were so driven by this success that they practically lived in the lab, trying to complete the work. They include setting clear goals, allowing autonomy, providing sufficient resources and time, helping with the work, openly learning from problems and successes, and allowing a free exchange of ideas. Getting your first sale. Catalysts and nourishers—and their opposites—can alter the meaningfulness of work by shifting people’s perceptions of their jobs and even themselves. When we compared our research participants’ best and worst days (based on their overall mood, specific emotions, and motivation levels), we found that the most common event triggering a “best day” was any progress in the work by the individual or the team. Managers can help employees see how their work is contributing. If remembering that your goals are making a real impact still isn’t enough, try celebrating the little wins you make while achieving those goals. When at last he believed that he was again making a substantive contribution to the success of the project, his mood improved dramatically: I felt much better at today’s team meeting. A growing body of research suggests that the concept of “small wins” in the workplace is one of the key ingredients for successful employee motivation and one of the most effective ways to begin the process of changing your workplace culture. Motivation is a huge factor of whether or not we succeed and being able to reward ourselves and celebrate small wins is the key. On days when they made progress, our participants reported more positive emotions. It turns out that ordinary scientists, marketers, programmers, and other unsung knowledge workers, whose jobs require creative productivity every day, have more in common with famous innovators than most managers realize. Break down large goals into smaller goals – You don’t want to focus on the bigger picture as tempting as that can be. I enjoy working on teams, and I find that I am more successful at work when I have a team supporting me. This happens to us way too often. When they suffered setbacks, they experienced more frustration, fear, and sadness. By thinking strategically about the kind of tasks your working environments lend themselves to, you can empower staff to make the most of their working situations. Jobs reportedly asked him, “Do you want to spend the rest of your life selling sugared water or do you want a chance to change the world?” In making his pitch, Jobs leveraged a potent psychological force: the deep-seated human desire to do meaningful work. We could explain the many (and largely unsurprising) moves that can catalyze progress and nourish spirits, but it may be more useful to give an example of a manager who consistently used those moves—and then to provide a simple tool that can help any manager do so. Professor Teresa Amabile and Steven Kramer wrote in detail about how progress can boost performance in their 2011 book, "The Progress Principle." The workday events that ignite their emotions, fuel their motivation, and trigger their perceptions are fundamentally the same. In doing so, he modeled how to respond to crises in the work: not by panicking or pointing fingers but by identifying problems and their causes, and developing a coordinated action plan. They not only were in a more upbeat mood in general but also expressed more joy, warmth, and pride. Always break down big goals into concrete outcomes of moderate importance. Getting Started Today The three ways to achieve small wins outlined above work in tandem with one … The managerial actions that constitute catalysts and nourishers are not particularly mysterious; they may sound like Management 101, if not just common sense and common decency. The Power Of Small Wins: 5 Questions With Teresa Amabile Earlier this week I reviewed a fascinating new book called The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work, by Teresa Amabile and Steven Kramer, two of the foremost authorities on creativity in business. Twenty-six project teams from seven companies participated, comprising 238 individuals. When the customer complaint stopped the project in its tracks, for example, he engaged immediately with the team to analyze the problem, without recriminations, and develop a plan for repairing the relationship. Even small wins can boost inner work life tremendously. Here, setbacks predominated, occurring on 67% of those days; progress occurred on only 25% of them. Whether they are trying to solve a major scientific mystery or simply produce a high-quality product or service, everyday progress—even a small win—can make all the difference in how they feel and perform. Achieving your first income milestone ($1,000, $5,000, $10,000, etc.) Third, micromanagers are quick to affix personal blame when problems arise, leading subordinates to hide problems rather than honestly discuss how to surmount them, as Graham did with Brady. I highly recommend him!”. On setback days, participants perceived both their teams and their supervisors as less supportive. I work in organizational change ... Have small wins and meeting short term goals while on the path to a longer term goal is very motivating. Events on worst-mood days are nearly the mirror image of those on best-mood days (see the exhibit “What Happens on a Bad Day?”). It can be supporting a colleague or boosting an organization’s profits by reducing inefficiencies in a production process. Third, Graham targeted his support according to recent events in the team and the project. We asked about the managerial tools that can affect employees’ motivation and emotions. Next, consider any clear inner-work-life clues and what further information they provide about progress and other events. Making headway boosts your inner work life, but only if the work matters to you. However, we do know, from reading thousands of diary entries, that more-positive perceptions, a sense of accomplishment, satisfaction, happiness, and even elation often followed progress. The authors provide a checklist that managers can use on a daily basis to monitor their progress-enhancing behaviors. If a person is motivated and happy at the end of the workday, it’s a good bet that he or she achieved something, however small. presentation – no small accomplishment!”, Martine Rothblatt, CEO, United Therapeutics, “Our participants rated you as the speaker with the highest quality and relevance.”, Lana J. Larocque, Alberta Human Resources, MICHAEL KERR In fact, work motivation has been a subject of long-standing debate. Even some of the more attentive managers in the companies we studied did not consistently provide catalysts and nourishers. In his diary, he admitted as much: As of Friday, we have spent $28,000 in air freight to send 1,500 $30 spray jet mops to our number two customer. Customizing the column display for each folder enables users to switch between them quickly as they change activities. No matter how hard you work, there are always more pots to wash and coats to check; only punching the time clock at the end of the day or getting the paycheck at the end of the week yields a sense of accomplishment. For example, one of the small companies I worked for in the past had a really fun way of notifying the team of small wins. Another 2,800 remain on this order, and there is a good probability that they too will gain wings. Each day, he could anticipate what type of intervention—a catalyst or the removal of an inhibitor; a nourisher or some antidote to a toxin—would have the most impact on team members’ inner work lives and progress. Graham’s management approach excelled in four ways. To assess contemporary awareness of the importance of daily work progress, we recently administered a survey to 669 managers of varying levels from dozens of companies around the world. They found less positive challenge in the work, felt that they had less freedom in carrying it out, and reported that they had insufficient resources. JB on December 1, 2011 at 6:37 PM Learn how to save column profiles here. Even when managers don’t have their backs against the wall, developing long-term strategy and launching new initiatives can often seem more important—and perhaps sexier—than making sure that subordinates have what they need to make steady progress and feel supported as human beings. In their research, they asked 238 people (from 26 project teams in seven major organizations) to keep an anonymous diary, so that they could track their experiences on a daily basis. Why Small Wins Work (Science!) Their superior work will contribute to organizational success. Work with less profound importance to society can matter if it contributes value to something or someone important to the worker. And, most important, they can avoid actions that negate its value. Our model manager is Graham, whom we observed leading a small team of chemical engineers within a multinational European firm we’ll call Kruger-Bern. Like setbacks, inhibitors and toxins are rare on days of great inner work life. To understand such interior dynamics better, we asked members of project teams to respond individually to an end-of-day e-mail survey during the course of the project—just over four months, on average. In principle, managers shouldn’t have to go to extraordinary lengths to infuse jobs with meaning. First, focus on progress and setbacks and think about specific events (catalysts, nourishers, inhibitors, and toxins) that contributed to them. This is both a practical approach and a great way to give subordinates a sense of forward movement even in the face of the missteps and failures inherent in any complex project. And show your excitement about the small wins yourself – if your leaders sense your enthusiasm, the easier it will be to create even more small wins that could cascade into enormous, inspiring accomplishments! The small wins DO work really. Diary entries from 238 knowledge workers who were members of creative project teams revealed four primary ways in which managers unwittingly drain work of its meaning. Copyright © 2020 Harvard Business School Publishing. First, they fail to allow autonomy in carrying out the work. The Miracle of Small Wins Small wins pay off big. Graham was quick to communicate upper management’s views of the project, customers’ opinions and needs, and possible sources of assistance or resistance within and outside the organization. Fully 95% of the managers who took our survey would probably be surprised to learn that supporting progress is the primary way to elevate motivation—because that’s the percentage that failed to rank progress number one. If the person drags out of the office disengaged and joyless, a setback is most likely to blame. You lose ownership. In our diary study, recognition certainly did boost inner work life. By contrast, setbacks occurred on only 13% of those days. We call this the progress loop; it reveals the potential for self-reinforcing benefits. The diary research we describe in this article—in which we microscopically examined the events of thousands of workdays, in real time—uncovered the mechanism underlying the sense of achievement: making consistent, meaningful progress. But to clarify why those actions are so potent, we first describe our research and what the knowledge workers’ diaries revealed about their inner work lives. Events on bad days—setbacks and other hindrances—are nearly the mirror image of those on good days. Social scientists and business experts agree that modest victories can provide major inspiration. They help measure progress. Even ordinary, incremental progress can increase people’s engagement in the work and their happiness during the workday. Of course, there is a dark side—the possibility of negative feedback loops. Don’t Forget to Celebrate Small Wins at Work. The team that completes a project wins the trophy and gets to keep it until there is another small wins celebration. Celebrating team wins starts with ... routine to appreciate the team's hard work as the ringing of a gong ... our entire company uses to celebrate wins. EMAIL: mike@mikekerr.com, Please subscribe to our newsletter to get the latest scoop and inspiring ideas for your workplace, Inspiring Workplaces Newsletter Back Issues, Every Other Wednesday Culture Conversations, Inspiring, Fun Workplaces Videos – Subscription Packages for Your Team, Culture Leadership Academy Online Course and Membership Site, Wacky, Offbeat, Silly, Funny January Theme Days & Holidays to Add Fun, Humor to Your Workplace. So if you’re a leader, don’t discount the importance of talking up, recognizing and celebrating the small changes and minor victories in your workplace. Through exhaustive analysis of diaries kept by knowledge workers, we discovered the progress principle: Of all the things that can boost emotions, motivation, and perceptions during a workday, the single most important is making progress in meaningful work. Each has an opposite: Inhibitors, actions that fail to support or actively hinder work, and toxins, discouraging or undermining events. On the flip side, small losses or setbacks can have an extremely negative effect. As an example, here are a few “small wins” that you should focus on to get ahead in starting your own business: Receiving your first inquiry from a potential customer. Some focused on the value of interpersonal support, while still others thought clear goals were the answer. The action plan for the next day is the most important part of your daily review: What is the one thing you can do to best facilitate progress? You have a small iteration, you develop some piece, which is by itself is not something very valuable, when you have a secries of wins-iteration – you have a valuable product. But if you focus on managing progress, the management of people—and even of entire organizations—becomes much more feasible. What can managers do to ensure that people are motivated, committed, and happy? In this article, we share what we have learned about the power of progress and how managers can leverage it. When one of your team members has achieved a small victory, you need a way to notify the company in order to continue building a team atmosphere and motivation. Moreover, in those positive states, people are more committed to the work and more collegial toward those around them. The power of progress is fundamental to human nature, but few managers understand it or know how to leverage progress to boost motivation. By supporting progress in meaningful work, managers improve employees’ inner work lives and the organization’s performance. Shockingly often, however, we saw potentially important, challenging work losing its power to inspire. These big wins are great—but they are relatively rare. Example: “I was working on an event planning team for a non-profit organization. Imagine you work really hard today, but you don’t get anything in return. Second, they frequently ask subordinates about their work without providing any real help. And even more importantly, allowing employees the freedom to implement their own ideas at work is one of the most motivating things you can do. It was bad news, because the NewPoly team had access to the equipment only one day a week, but Brady immediately informed Graham. Second, Graham stayed attuned to his team’s everyday activities and progress. 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. Hence the new book The Progress Principle: Using Small Wins To Ignite Joy, Engagement And Creativity At Work, by the wife-and-husband team of … We’ve shown how gratifying it is for workers when they are able to chip away at a goal, but recall what we said earlier: The key to motivating performance is supporting progress in meaningful work. (For more on this research, see our article “Inner Work Life: Understanding the Subtext of Business Performance,” HBR May 2007.) However, I also like to build a little alone time into my workday, too. Finally, Graham established himself as a resource for team members, rather than a micromanager; he was sure to check in while never seeming to check up on them. Even worse, an incident early in the project, in which an important customer reacted angrily to a sample, left the team reeling. (See the sidebar “How Work Gets Stripped of Its Meaning.”) All the participants in our research were doing work that should have been meaningful; no one was washing pots or checking coats. When subordinates perceive that a manager is withholding potentially useful information, they feel infantilized, their motivation wanes, and their work is handicapped. Meaning can be as simple as making a useful and high-quality product for a customer or providing a genuine service for a community. In his diary entry that evening, Brady noted, “He didn’t like the lost week but seemed to understand.” That understanding assured Graham’s place in the stream of information that would allow him to give his people just what they needed to make progress. Consider the case of Richard, a senior lab technician at a chemical company, who found meaning in helping his new-product development team solve complex technical problems. This is why celebrate small victories are important. In our recent research on creative work inside businesses, we stumbled upon a remarkably similar phenomenon. As long as they show basic respect and consideration, they can focus on supporting the work itself. The mission of the team’s NewPoly project was clear and meaningful enough: develop a safe, biodegradable polymer to replace petrochemicals in cosmetics and, eventually, in a wide range of consumer products. Whether the goals are lofty or modest, as long as they are meaningful to the worker and it is clear how his or her efforts contribute to them, progress toward them can galvanize inner work life. Finally, prioritize for action. Applaud every day that you extend your no-coffee drink streak. 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