The Progress Principle

8

At the End of the Day

NOT LONG AGO, we addressed a convention of business executives—from Nokia, Microsoft, Intuit, Coca-Cola, and dozens of other top companies—gathered in a posh Atlanta hotel ballroom. During the session, we asked their views on the thoughts, feelings, and drives that people experience in reaction to events at work. We asked if they believed that inner work life affects performance. Most did. So we pressed—what can managers do to keep employees happy, enthusiastic about the company, and motivated to dig into their work each day? The first several people who raised their hands mentioned various incentives and benefits, including competitive salaries, bonuses, recognition programs, and perquisites like employee assistance programs ...