“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

(Photo by photostock, freedigitalphotos.net)

Baby Boomers are lingering in the workplace. Economic uncertainty has caused many to remain on the job.

The younger Gen X and Gen Y are growing impatient to ascend to leadership responsibilities, and new graduates are knocking at HR’s door in record numbers.

Until we see the inevitable changing of the guard over the next decade, the workplace will be inhabited by a multigenerational stew. Learning how to work, live and play together is crucial.

Baby Boomers occupy most positions of power and responsibility on organizational charts. Most of today’s corporate management practices still reflect the systems and values of their predecessors, the veterans.

Gen Xers and Millennials aren’t interested in “the way things have always been done.” Rather, they’re single-mindedly focused on what it takes to reach their perceived career destination.

This group shuns past definitions of success: climbing the company ladder and earning the rewards that come with greater responsibility. The company ladder, in their view, is irrelevant.

This article summarizes the four main ways generations differ at work, a must-read at any age.
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This is a brief synopsis of an 1800 & 900-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 1800-word article includes these important concepts:

• Who Are the Generations?
• How Are They Different?
• Clash Point #1: How We View Work
• Clash Point #2: Communications
• Clash Point #3: Meetings
• Clash Point #4: Learning
• Issues You Can’t Ignore

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