How does the perception of sense and achievement influence motivation, creativity and engagement? What can managers learn from this study in order to motivate and engage their teams?

Very often, scientists re-discover what classical myths already tought us: the Sysiphus myth. The message it conveys is that the worst curse that the gods may cast upon human beings is hard work without sense or achievement. Does it sound like many jobs nowadays? No wonder that so many workers lose their motivation. And companies spend a lot trying to «motivate» their employee, ignoring that the two main keys for motivation can be managed by their managers, for free.

In this most interesting article at HBR, Teresa Amabile and Steven J. Kramer  research for 15 years the impact of meaningful achievement on the motivation. Twenty-six project teams from seven companies participated, comprising 238 individuals. They registered every day their daily achievements and how they relate to their motivation. This yielded nearly 12,000 diary entries.

A few important ideas to take away:

• 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.
• And the more frequently people experience that sense of progress, the more likely they are to be creatively productive in the long run. 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.

• 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.

• Inner work life, we saw, can fluctuate from one day to the next—sometimes wildly—and performance along with it. 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.
• Two other types of inner work life triggers also occur frequently on best days: Catalysts, actions that directly support work, including help from a person or group, and nourishers, events such as shows of respect and words of encouragement. Each has an opposite: Inhibitors, actions that fail to support or actively hinder work, and toxins, discouraging or undermining events. Whereas catalysts and inhibitors are directed at the project, nourishers and toxins are directed at the person. Like setbacks, inhibitors and toxins are rare on days of great inner work life.
• 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 emotions. 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.
• Motivations were also affected: On progress days, people were more intrinsically motivated—by interest in and enjoyment of the work itself. On setback days, they were not only less intrinsically motivated but also less extrinsically motivated by recognition. Apparently, setbacks can lead a person to feel generally apathetic and disinclined to do the work at all.
• Perceptions differed in many ways, too. On progress days, people perceived significantly more positive challenge in their work. They saw their teams as more mutually supportive and reported more positive interactions between the teams and their supervisors. On a number of dimensions, perceptions suffered when people encountered setbacks. 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. On setback days, participants perceived both their teams and their supervisors as less supportive.
• When we think about progress, we often imagine how good it feels to achieve a long-term goal or experience a major breakthrough. These big wins are great—but they are relatively rare. The good news is that even small wins can boost inner work life tremendously. Across all types of events our participants reported, a notable proportion (28%) of incidents that had a minor impact on the project had a major impact on people’s feelings about it.
• Unfortunately, there is a flip side. Small losses or setbacks can have an extremely negative effect on inner work life. In fact, our study and research by others show that negative events can have a more powerful impact than positive ones. Consequently, it is especially important for managers to minimize daily hassles.

• The key to motivating performance is supporting progress in meaningful work. Making headway boosts your inner work life, but only if the work matters to you. Simply “making progress”—getting tasks done—doesn’t guarantee a good inner work life, either. You may have experienced this rude fact in your own job, on days (or in projects) when you felt demotivated, devalued, and frustrated, even though you worked hard and got things done. The likely cause is your perception of the completed tasks as peripheral or irrelevant. For the progress principle to operate, the work must be meaningful to the person doing 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. It can be supporting a colleague or boosting an organization’s profits by reducing inefficiencies in a production process. 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.
• In principle, managers shouldn’t have to go to extraordinary lengths to infuse jobs with meaning. Most jobs in modern organizations are potentially meaningful for the people doing them. However, managers can make sure that employees know just how their work is contributing. And, most important, they can avoid actions that negate its value.
• Catalysts are actions that support 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. Their opposites, inhibitors, include failing to provide support and actively interfering with the work.
• 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. 

So, what will you today do to get / give more meaning and sense of achievement to yourself / others?