We are most intensely motivated when we’re challenged to complete a self-assigned task that meets our personal needs. When we seek internal satisfaction, we give our best efforts, sustaining attention until resolution— no matter what.

How do we create enough autonomy at work to choose tasks that provide internal satisfaction? Granted, we don’t always have 100% control over our assignments, but we do have some freedom over where we place our energies and how we spend our time.

In manufacturing jobs, products need to be produced, packaged, sold and shipped. In these jobs, there may be little freedom.

In  knowledge-based and service industries, however, we have choices and can make decisions about how and where we spend our time and efforts.

Too many choices can lead to inertia and procrastination. Knowing what motivates us, and from where we derive our internal satisfaction, helps focus our attention and time on what matters most.

Having  more autonomy over our work sounds great, but it also presents new challenges. How can we identify our internal drives? What brings us the most satisfaction? How can we select tasks and work projects that ignite our passions and internal drives within the scope of our jobs?

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This 1000-word article discusses intrinsic drives, internal satisfaction, autonomy and how to create flow experiences in what we choose to do with our time and efforts.
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This is a brief synopsis of a 1000-word article suitable for coach newsletters. 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 1,000 word article discusses the following concepts:

• The Third Drive
• 3 Keys to Intrinsic Rewards
• Autonomy
• Mastery
• Purpose
• Creating Flow

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Are You the Master of Your Own Destiny?
Creating True Autonomy

The No. 1 reason why most Americans leave their jobs is the feeling they’re not appreciated.

In fact, 65% of people surveyed said they received no recognition for good work in a previous year, according to Tom Rath and Donald O. Clifton, authors of How Full Is Your Bucket? Positive Strategies for Work and Life (2004).

According to newer Gallup research, what employees want most — along with competitive pay — is quality management. When they feel unappreciated and disapprove of their managers, they leave or stop trying.

Almost 25% of U.S. employees would fire their bosses if given the chance, and about 50% of actively disengaged workers would follow suit.

Because of current economic realities, people may not be leaving their jobs. Instead, they join the growing ranks of the disengaged and “missing in action.” It rests upon managers to learn better ways of interacting with the people on whom they depend.

Based on a great deal of previous research, positive managers practice these three leadership behaviors:

1. Use a strengths-based approach
2. Provide frequent recognition and encouragement
3. Maintain a positive perspective when difficulties arise

Past studies have shown these practices have a direct effect on employee engagement, and each is an observable and testable behavior.

None of these characteristics are innate, but all can be learned. Very few executives intuitively know:

1. How to work with people’s strengths
2. How to automatically give frequent credit where due
3. How to respond with your best game face when the going gets rough

This article examines the bottom line results of a positive, strengths-based approach to improving performance.

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This is a brief synopsis of a 2000 & 1000-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 2,000 word article includes these important concepts:

• 3 Steps to Positive Leadership
• A Strengths-Based Approach
• Focus on What Works
• The Problem-Seeking Mindset
• The Brain Power of Negativity
• When Things Go Wrong
• Positive Results

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If you are a Content for Coaches client and your account is current, no need to order. Send me an email to confirm that you wish to use this article for your next newsletter.

All others please use the order links below.

Order Links to purchase this article:

a.    Text, 2000-word Article with Full Reprint Rights, $79 –

Positive Leadership: Real Results -

b.    Text, 1000-word Article with Full Reprint Rights, $57 –

Positive Leadership: Real Results, condensed version –