A quick recap and two take-away strategies that I sure hope you use.

I recently finished reading a great new book, The Progress Principle, by Theresa Amabile.  Boiling down and oversimplifying the point of the book, it asserts — supported by tremendous research — that people are most satisfied and engaged (thus, in a better mood) when they’re making progress on meaningful work.

Progress needs to be measurable and specific, but doesn’t necessarily need to be momentous.  Steady steps and small wins are just as important as big leaps forward.

As for meaningful work, well, that means the work has a purpose that aligns the individual’s sense of contribution and values with the goals and values of the organization and/or project.

There are many things that can both support progress (“catalysts,” as Amabile puts it), and take away from it (“setbacks”).

Which leads me to my two cents. The catalysts and setbacks described in the book are truly about the environment in which you’re situated and the way in which you react to your perceptions of how progress is being achieved.

Note the italicized text.  Progress is truly perception of progress.  Yes, there are environmental factors (meaning the culture of the organization, people you work with, etc.); however, it’s your perception that determines whether something is a catalyst or a setback.

When a project doesn’t go as planned, how disappointed do you get?  And, how excited do you get?  Consider what the disappointment is about and contrast that with this question: What about this so-called failure is absolutely perfect in order to slingshot me forward?

I’ll even re-use the old, worn-out Edison story here because it highlights the point.  Upon failing to invent the light bulb for the gazillionth time, Edison’s assistant asks him how he can deal with the repeated failure.  Edison mythically replies, “Son, I just discovered the gazillionth way to not invent the light bulb.”  Ok, so maybe it wasn’t a gazillion – but that’s how often I’ve heard this story… and it’s still important.

The point is this: success is how you perceive progress! And it’s completely within your control.  And, by the way, Edison used those so-called failures to launch a number of inventions that would never have been possible without “failing” so often.

Ok, so you can manage your perceptions, and I can promise you that managing them in the moment — at that very time when you realize your expectations won’t be met (and you get disappointed) — is the toughest time to do it.

Which leaves two options:

-    If you’re already there, with unmet expectations and disappointment, be okay with it!  It’s okay to be disappointed when you’ve invested a lot of yourself into something.  And forgive yourself, and those around you, for it not working out as planned. Seriously, what ever actually goes exactly as planned?  Even great successes?  Next, start asking yourself questions about what aspects went right.  What were the best practices you can take away from this experience?  What learning can you apply to your next attempt? And so on…

-    And here’s the preferable method: BE PRESUMPTIVE, which means setting your expectations — ahead of time — to consider that things may not go as planned.  Focus on how you can evaluate what’s going on and use all the data and information that’s coming back to you to make progress.  Pre-determine how setbacks are likely blessings in disguise.  Set a purpose and intention for those setbacks before they even occur.  This isn’t planning to fail; it’s planning to get back up even when you’ve been knocked down.  It’s about being resolved to see it through.  It’s about creating opportunity and possibility from what others may not see.  It’s about leading — leading yourself and leading others — because in the face of a so-called setback, you’ll be the one who’s calm, collected…and even excited!

Progress is your perception.  Your perception is your choice.

Sorry – I know it’s easier to let circumstances dictate your progress; it’s easier to let those other forces lead, but leaders lead. And they do so because they CHOOSE to lead.

Live (and Lead) on Fire!

D. Luke Iorio, CPC, PCC, ELI-MP
President & CEO
Institute for Professional Excellence in Coaching (iPEC)