If your organization demands knowledge work from its people, then you undoubtedly appreciate the importance of sheer brainpower. You probably recruit high-intellect people and ensure they have access to good information. You probably also respect the power of incentives and use formal compensation systems to channel that intellectual energy down one path or another. But you might be overlooking another crucial driver of a knowledge worker's performance: that person's inner work life. Teresa M. Amabile and Steven J. Kramer present the first comprehensive look at what employees are thinking and feeling as they go about their work, why it matters, and how managers can use this information to improve job performance.
From the May 2007 issue of Harvard Business Review.
©2007 by the President and Fellows of Harvard College, All Rights Reserved; (P)2007 Audible Inc.