Stay updated.

 True empathy—genuinely feeling what someone else feels—often requires shared experience. Most of us haven’t lived through every workplace event, whether it’s a promotion, a firing, performance challenges, or dealing with a difficult manager. If you haven’t been in the same situation, understanding someone else’s experience often requires a skill called perspective-taking.

 The IKEA Effect, named after the Swedish furniture retailer, highlights how people tend to place higher value on things they create or assemble themselves. In a 2012 study by Michael Norton and colleagues, this effect was defined as an “increase in valuation of self-made products.” People naturally feel a sense of pride and ownership in something they’ve contributed to, making them more invested in it.

We often think of success as a product of sheer willpower. Motivational slogans like “Just Do It” reinforce this idea, promoting the belief that success depends on our ability to summon up determination whenever we need it. But while this mindset might work for marketing, it doesn’t actually align with how our brains function. Willpower is energy-intensive, and the brain naturally seeks efficiency by turning repeated actions into habits.

Did you know that only one in three people find true meaning in their jobs? If you’re not one of them, you’re not alone—but the good news is, there’s something you can do about it. Research by organizational psychologist Amy Wrzesniewski reveals that meaning at work isn’t just about titles, status, or being in a specific role. In fact, you can find purpose in any job, whether you’re a janitor, a manager, or anything in between. What’s fascinating is that you can reshape your role to create purpose, even if others might find the same job mundane or uninspiring.

Organizations often set ambitious goals—whether it’s to become the market leader, double revenues, or reach a million customers. These goals are compelling, designed to motivate and instill a sense of purpose beyond mere job duties. Steve Jobs famously asked Pepsi CEO Jon Scully, “Do you want to sell sugared water for the rest of your life? Or do you want to come with me and change the world?” The invitation to achieve something significant can drive people to commit deeply to an organization’s vision. But while these big goals have the power to inspire, they can also impact our sense of self, affecting how we see ourselves both professionally and personally.

While a more empathetic world would undoubtedly be better, it's important to understand what empathy truly is and whether it can be built quickly. But before diving into empathy, let's first clarify its often misunderstood cousin: sympathy.

How would you feel if told, “DO NOT read this blog further”? The resistance you may feel is known as Reactance. When someone directs us to do something, we often perceive it as a threat to our freedom. This reaction can trigger feelings of stress, frustration, or even anger, leading people to assert their independence by doing the opposite of what’s expected. During the COVID-19 pandemic, for instance, mandatory face masks and other restrictions triggered reactance in some individuals. In the workplace, organizations that mandated office returns after remote work also faced resistance, as employees felt a loss of autonomy.

In the workplace, a manager’s expectations can become a self-fulfilling prophecy. High expectations tend to drive high performance, while low expectations often lead to poor outcomes. Managers who expect success are more likely to invest time coaching and mentoring their team members, who, in turn, work hard to meet those expectations. This cycle of mutual encouragement and motivation can lead to exceptional performance and a greater sense of accomplishment. However, when managers expect failure, team members may internalize that message, avoiding risks and gradually disengaging.

How we recognize achievements can profoundly shape mindset and motivation. Psychologist Carol Dweck’s research on growth versus fixed mindsets sheds light on this, showing that the way people are praised affects their willingness to take on challenges. When children were praised for effort—“You worked so hard on this!”—they were more open to tackling difficult tasks, even if it meant risking failure. In contrast, children praised for intelligence—“You’re so smart!”—were more likely to avoid challenges, concerned about preserving their label