Setting clear goals is perhaps the paramount catalyst. “People feel energized about their work when they know where it’s headed and why it matters,” explains Amabile. Sounds like Management 101 but ambiguity is common place from Cardus’ perspective. “Managers like to talk in big, abstract ways that really have no meaning for the people in the trenches,” he says. “This leaves employees feeling confused about what is expected of them, where to focus their efforts or how their work brings value to the organization.” Instead, Amabile suggests breaking down big, lofty goals into specific, measureable, attainable and time-bound parts. “This way, you’re setting up a series of tangible small wins that facilitate consistent progress,” she says. As much as employees need specific goals, they also need the freedom to figure out how to achieve those goals. Autonomy lets individuals determine the “means” to the “end” in a way that capitalizes on their expertise and creativity. It’s empowering, self-starting and another catalyst to meaningful progress. Autonomy, however, is not the same as isolation. “The last thing we want is to have a bunch of people working behind closed doors,” says Diego Rodriguez, a partner at the global design firm IDEO, which Amabile is currently studying. IDEO is one of the most influential innovation firms in the world. The company developed the first computer mouse for Apple, a better Pringle for Procter & Gamble, and the stand-up toothpaste tube. All these innovations – and more - were born out of a corporate culture that fosters the free flow of ideas. “People here have access to everyone around them,” adds Rodriguez. “It’s this type of environment that enables us to build upon the ideas of others and ultimately get to a place that you just can’t get to with one mind.” Still, no matter how capable people are or how well they perform their jobs, setbacks are inevitable. Sometimes, setbacks occur in the natural course of experimentation. Other times, they happen because of organizational hindrances. Whatever the reason, managers beware. Setbacks, says Amabile, are “the dark side” of the progress principle.
Help
wıth the work
Learn from problems –
and successes
“Of all the events that can destroy engagement and undermine creativity and productivity, having setbacks is number one,” says Amabile. “Even worse, the negative effects of setbacks are two-to-three times greater than the positive effects of progress.” Managers can neutralize the negative effects of setbacks and get progress back on track by removing obstacles, and working with employees to learn from problems. “We have a saying here that you learn more when things start breaking,” says Rodriguez. “That’s when new discoveries are made, better business models are developed for clients or we figure out how to tell their stories in more effective ways.” When people make discoveries or figure things out, they find joy, engagement and creativity at work. And when they feel great about the work they do, they want to do more great work. THe PrOgreSS LOOP “One really feeds the other,” says Amabile, who refers to this cycle as the progress loop. It’s the secret weapon of most high performance companies but its benefits are most definitely universal. “Everyone can take something from the progress principle, no matter their profession,” says kara Schwabel, PhD. As director of differentiated instruction at Canisius, Schwabel teaches education students how they can apply elements of the progress principle in their future classrooms. “Ultimately, it’s about human beings – adults and children. It’s about figuring out their potentials and how to harness their individual gifts so that they may each move forward with what truly motivates and inspires them because at the end of the day, everyone wants to succeed and contribute to something bigger.” The result is a win-win and proof that creativity, productivity and commitment are not just measured in quarterly reports but rather in the meaningful progress made by everyday people, every day. WEB EXTRA
Teresa Amabile’s “Daily Progress Checklist” provides managers with a practical framework for implementing the progress principle. Check it out at canisius.edu/magazine.
Allow
ideas to flow
Teresa Amabile ’72, HON ’97, PhD, is a member of the Canisius College Board of Trustees. She shared her findings from The Progress Principle at a campus lecture in December.