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What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly.
As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day.
The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality.
Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.
- Sales Rank: #82990 in eBooks
- Published on: 2011-07-19
- Released on: 2011-07-19
- Format: Kindle eBook
Review
“It's a very instructive read that I highly recommend… a groundbreaking book.” - Huffington Post
“In The Progress Principle, Teresa Amabile and Steven Kramer have provided an inspiring combination of solid scientific research and management insight. They have succeeded in bringing to life a new paradigm in management, fully supported and elegantly presented.” — Research-Technology Management
“This practical orientation for managers makes the book an important resource for organizations experiencing a decline in productivity and employee engagement.” — CHOICE Magazine
“Filled with honest, real-life examples, compelling insights, and practical advice, The Progress Principle equips aspiring and seasoned leaders alike with the guidance they need to maximize people’s performance.” - Innovation Watch
"The Progress Principle by Teresa Amabile and Steven Kramer is a masterpiece of evidence-based management—the strongest argument I know that "the big things are the little things." A masterpiece every manager should have...I believe it is one of the most important business books ever written." – Bob Sutton
“The book...is one of the best business books I’ve read in many years.” – Daniel Pink
“But in singling out one book that offers the most important message for managers this year, I recommend The Progress Principle. The breakthrough in knowledge it provides makes it my choice as best business book of the year. This a pioneering work on employee engagement, with lots of memorable examples culled from those in-the-trenches diary entries.” – The Globe and Mail
“You will never return to the older and outmoded theories of employee motivation again.” – Blog Business World
“When Bob Sutton, a leading management professor at Stanford University, says a new book “just might be the most important business book I’ve ever read,” the rest of us should take notice. Sutton is right. The Progress Principle is...fantastic. I am a big fan of this book, and I have decided to make it one of the alternate end-of-semester book assignments for the master’s students in my introductory public management course this fall.” – Steve Kelman, Federal Computer Week
“This is the roadmap to how to create progress, even baby steps through small wins, and therefore create a culture that supports a meaningful and joyful “inner work life”, which is the secret to great leadership and harnessing the best of employee psychology.” – Innovative Influence (Suzi Pomerantz's Blog)
“Those who appreciate the work of people like Dan Pink (Drive), Chip Conley (Peak) should seriously consider adding The Progress Principle as the third member of a very compelling trio of books offering just about everything you need to know about tapping the deepest wells of human creative performance.” – Matthew E. May, Guru Forum (American Express)
“…the authors have done a good job in reminding us all that "it’s people, stupid" who lie at the heart of successful organisations.” – Nita Clarke, People Management Magazine (UK)
“This book is a must read for those wants to be good leaders (or those wishing they worked for one).” - LeaderLab
“It’s a clear guide that can help managers with a potentially challenging and frustrating task.”- 800CEOREAD
About the Author
Teresa Amabile is a professor of Business Administration and a Director of Research at Harvard Business School. The author of numerous articles and books, including Creativity in Context, she has long studied creativity, motivation, and performance in the workplace.
Steven Kramer is a developmental psychologist and has co-authored a number of articles in leading management periodicals, including Harvard Business Review and the Academy of Management Journal.
Most helpful customer reviews
44 of 45 people found the following review helpful.
Ground-breaking research that shatters the conventional wisdom of what truly motivates workers.
By Paul Tognetti
The researchers themselves never saw it coming. When Teresa Amabile of the Harvard Business School and her husband developmental psychologist Steven Kramer decided to collaborate on a study exploring worker creativity through the eyes of those in the trenches who actually perform the work they simply had no idea of the secrets they were about to unlock. Typically, studies are done exploring topics like employee productivity and creativity from the point of view of upper management. The methodology that Amabile and Kramer chose to employ for this project would prove to be a bit unconventional to say the least. The authors were primarily interested in determining exactly what it is that motivates top performers. They were able to recruit 238 people from 26 project teams in 7 companies in 3 different industries. The participants were professionals whose work required them to solve complex problems creatively. What made this study truly unique was that at the end of each workday the participants were e-mailed a diary form that included several questions about their work experiences on that particular day. Much to the authors' surprise an overwhelming majority of the participants responded on a daily basis. Furthermore, they recorded their experiences and impressions in a far more candid way than expected. Amabile and Kramer had unwittingly stumbled upon a previously unexplored world. The insights that they gained from this remarkable undertaking is the subject of their new book "The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work". Many business books can be rather dry and a chore to read. But much to my surprise this book was different. I simply could not put it down.
If you are a manager or team leader seeking optimum performance from the people you oversee then listen up. Conventional wisdom would have you believe that it is primarily things like salaries and benefits, bonuses and recognition programs that motivate individuals. While these are certainly important the authors unearthed the fact that what matters most to employees is what they dub the "inner work life". Amabile and Kramer define inner work life as "the confluence of perceptions, emotions, and motivations that individuals experience as they react to and make sense of the events of their workday". In the 12,000 diary reports submitted for this study the authors discovered that they possessed a veritable goldmine of information. They had real-time access to the workday experiences of lots of people in a variety of different departments and organizations over an extended period of time. In "The Progress Principle" you will be able to experience the ruminations of these workers first-hand and in the process you will discover the secrets that motivate people to be the best that they can be. Furthermore, you will be able to compare and contrast the experiences of those who were employed by truly great organizations and managers who encouraged autonomy, set clear goals and furnished the resources necessary to succeed with companies whose managers and team leaders stifled creativity, constantly put obstacles in the way and were generally apathetic towards members of their team. As the title of the book suggests what truly motivates today's sophisticated and highly trained workers are those "small wins" that indicate that progress is actually being made on a problem or project being worked on. Managers and team leaders need to adjust to this new reality if they expect to achieve the kinds of positive results they are looking for.
One of the major reasons that I found "The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work" to be so darn compelling is that along the way I have worked for both types of organizations. Chances are that you have too. The clues are unmistakable and once you have the basic precepts of the book down the reactions of these employees become highly predictable. It is precisely why certain organizations thrive even in difficult economic times while others wither away on the vine. "The Progress Principle" is chock full of useful tips and strategies that managers and team leaders can implement right away. Furthermore the authors include a simple daily diary that managers and leaders can employ to assess how they are doing. Utilizing this tool just might turn out to be the most important five or ten minutes a leader can spend each day. "The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work" just might be the best business book that I have ever read. This book will challenge much of what you think you know about managing people while offering interesting alternatives to the way you have been doing things. A totally engaging read from cover to cover. Very highly recommended!
115 of 119 people found the following review helpful.
A Masterpiece
By Robert I. Sutton
I read an advance copy of The Progress Principle several months back, and I just went back and read the book again. I am even more impressed this time than the last. Four things struck me in particular:
1. While most management books are based on anecdotes, the biased recollections of some famous executives, or on research that is presented as rigorous (but are not... Good to Great is a perfect example), the Progress Principle is based on the most rigorous field study ever done of creative work. And it draws on other rigorous work as well. As a result, the overall advice about the importance of small wins may be known to many people, but once you start digging into the smaller bits of advice about how to keep work moving along, the evidence behind those is very strong. In my view, the Progress Principle is the best example of an evidence-based management book I have ever seen.
2. The authors didn't drown in their rigor and the details of their work. They worked absurdly hard to write a book that is quite engaging to read and chock full with one implication after another about what you can do right now to do more effective work and to motivate it in the people around you.
3. Finally, the main point of this book may seem obvious to some readers, but if you listen to most management gurus and fancy consulting firms, the approach that the authors suggest is actually radically different. The broad sweep of strategy and radical change and big hairy goals is where much of modern management advice focuses, yet the finding from this book that it is relentless attention to the little things and the seemingly trivial moments in organizational life that real makes for greatness is not something that most leaders and their advisers get, yet it is the hallmark of our most creative companies like Pixar, Apple, Google, IDEO and the like. The implication of The Progress Principle, for example, that management training should focus on how to deal with the little interactions and smallest decisions -- and that is what makes for great leaders and organizations -- would, if taken seriously, mean completely revamping the way that management is taught throughout the world.
This book isn't a bag of breathless hype, it doesn't make grand and shocking claims, and it doesn't promise instant results. But it is fun and easy to read, it is as strongly grounded in evidence as any business book ever written, and it is relentlessly useful because it points to little things that managers, team members, and everyone else can do day after day to spark creativity and well-being. And it shows how those little things add-up to big victories in the end. I believe it is one of the most important business books ever written.
In the name of full disclosure, I am friends with the authors and did endorse the book. But I am friends with a lot of authors, but when they write bad books, I decline endorsement requests, and as I did very recently, let them know that I think their books aren't very good. Yes, I am biased, but I believe that this book deserves to be a #1 bestseller.
1 of 1 people found the following review helpful.
Celebrating Small Steps Towards Progress In The Work Place
By Alan L. Chase
It is always a good sign in reading a book when the early chapters prompt me to think about colleagues and friends to whom I will want to send a copy of the book. Such was the case when I began reading "The Progress Principle." Teresa Amabile and her husband, Steven Kramer, have assembled the results of in-depth research into the small wins that make the difference between effective workplace environments and those that are less than optimal.
Using sanitized journal entries by individuals who noted the interactions with team members and management in a variety of companies, the authors present a very convincing case for paying attention to the inner emotional life of workers as a key metric for predicting success of the team and the company.
In analyzing over 12,000 journal entries, Amabile and Kramer describe the challenges that a manager faces in encouraging and pointing out small and incremental steps of progress in a team setting. The evidence shows that many mangers and leaders assume that highly qualified team members do not need this kind of "coddling," when in fact every human being needs to sense that what they are doing day by day is contributing something of value, and that their contribution is both noticed and appreciated.
One very practical aspect of this book is the discussion about using checklists to ensure that a manager is tracking both catalysts and inhibitors to productivity and satisfaction among their team members. The authors cite the work of a very successful surgeon who found tremendous improvement in his rate of success when he developed and employed checklists to use in surgery:
"If you are like most of the surgeons that Gawande tried to convince to use his checklist - or even like Gawande himself - you will think the checklist is beneath you. Surely you are far too expert to need such a simplistic crutch. But it's precisely because you are an expert and therefore have so many things to think about, that taking five minutes for the checklist can be so important. We know from our own experience, and from that of many leaders we have spoken to, just how easy it is to become overwhelmed by the pressures of work and to lose track of those little successes that will eventually lead to that next breakthrough. It's even easier to ignore those little setbacks that can derail." (Pages 172-3)
These insights align perfectly with similar points that are raised in the recently published "The Organized Mind" by Dr. Daniel J. Livitin. He proposed that in an age of information overload, the more we can successfully outsource data to external tools and instruments - like checklists - the more we can make use of cognitive energy for important decision-making and creative thinking. As a pilot, I was trained early in the game to use checklists to make sure that nothing was omitted in doing a pre-flight a inspection or a run through of all of the cockpit instruments prior to taxiing for takeoff.
In collecting and commenting on these anecdotes from a variety of companies, the authors have made a significant contribution to our understanding of the small daily steps that we can take in making ourselves and our colleagues more productive and more satisfied in our work as we make progress toward the completion of significant achievements.
This book will be a good addition to the personal and professional library of anyone who strives for excellence in their work.
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