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|
The Progress Principle:
…the secret to amazing performance is empowering talented people to succeed at meaningful work.
|
002 |
|
|
The Progress Principle:
Management, when done well, can propel an organization toward success while enhancing the lives of people working within it.
|
003 |
|
|
The Progress Principle:
…helping [people] succeed at making a difference virtually guarantees good inner work life and strong performance.
|
010 |
|
|
The Progress Principle:
…bad inner work life compromises individual performance; in the long term, bad inner work life can sink even a titan…
|
018 |
|
|
The Progress Principle:
…managers at every level affect the inner work life and, consequently, the creativity and productivity of people throughout the organization.
|
019 |
|
|
The Progress Principle:
When something unexpected or ambiguous happens, people will try to understand it and will draw conclusions about the work, their colleagues, and organization based on that event.
|
023 |
|
|
The Progress Principle:
If people do not perceive that they and their work are valued by a trustworthy organization, if they derive no pride or happiness from their work, they will have little drive to dig into a project.
|
025 |
|
|
The Progress Principle:
Even though many managers – and employees – would like to ignore emotions, pretending that such ‘messy’ things do not belong in the workplace, such studied ignorance is a dangerous gamble.
|
031 |
|
|
The Progress Principle:
Intrinsic motivation – deep engagement in the work – can drive people to surprising displays of seemingly unrewarded effort.
|
034 |
|
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The Progress Principle:
…if extrinsic motivators are extremely strong and salient, they can undermine intrinsic motivation; when this happens, creativity can suffer.
|
035 |
