It doesn’t matter whether your goal is to lose 5 or 50 pounds, quit smoking or stop drinking. New Year’s resolutions and other goals are hard to keep beyond the first month. Change is hard.

Why? Because the brain is tricky. No matter how sincerely we want to break a habit, we have an inherent immunity to change.

This means we’re physiologically “lured” into doing what we’ve always done, no matter how strong our intentions. And yet, some people do succeed. We all know ex-smokers, ex-drinkers and former fatties.

You cannot fix an adaptive problem with a technical solution. A diet, for example, is a technical solution to being overweight: To lose weight, eat less and exercise more. But the problem is much more complex. Unless you change your mindset (an adaptive solution), you won’t sustain new habits.

Einstein said that how you formulate a problem is just as critical as how you solve it. One of the biggest mistakes goal-setters make is applying a technical solution to an adaptive problem. It doesn’t matter how much you change what you do. If you don’t shift the way you think, you’ll revert to doing things as you’ve always done them.

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“So much of what we call management consists of making it difficult for people to do work.” ~ Peter Drucker

As any fan of The Office can attest, negative managerial behavior severely affects employees’ work lives. Managers’ day-to-day and moment-to-moment actions also create a ripple effect, directly facilitating or impeding the organization’s ability to function. (photostock / FreeDigitalPhotos.net)

The best managers recognize their power to influence and strive to build teams with great inner work lives. In The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work (Harvard Business Press, 2011), Teresa Amabile and Steven Kramer describe how people with great inner work lives have:

• Consistently positive emotions
• Strong motivation
• Favorable perceptions of the organization, their work and their colleagues

The worst managers undermine others’ inner work lives, often unwittingly. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees at seven companies, Amabile and Kramer found surprising results on the factors that affect performance.

What matters most is forward momentum in meaningful work—in a word, progress. Managers who recognize the need for even small wins set the stage for high performance.

But surveys of CEOs and project leaders reveal that 95 percent fundamentally misunderstand the need for this critical motivator.

This is a brief synopsis of an 1300 & 800-word article suitable for consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.

The complete 1300-word article includes these important concepts:

•  What Really Motivates Us?
• Facilitating Progress
  • Catalysts
  • Nourishers
• Dealing with Setbacks
• Inhibitors
• Toxins
• The Daily Progress Checklist
• Discovering Your Inner Work Life