How to Lead Now

For Cadagin, it wasn't "building pride" as much as "creating engagement" that made the difference in the project. "Pride is closely related to arrogance, which is closely related to hubris, which is closely related to downfall," she says. "While I take a tremendous amount of pride in the work I do, we would never talk about being prideful. I would more likely tell people how much I appreciated what they did."

Amid the current recessionary gloom, when headlines still scream of the leaders who got it wrong, pride builders like Cadagin teach that outstanding performance is possible in virtually any endeavor, under inspired leadership. Work is indeed personal, as it always has been.

Sidebar: Tool Kit for an Effective Pride Builder

In Why Pride Matters More Than Money, author Jon R. Katzenbach explains how the best leaders motivate people along several fundamental themes.

Personalize the workplace. Getting involved in the everyday problems of your people may violate the HR rulebook, but it's also the single best way to build an emotional bond with your employees. Some pride-building leaders will routinely help their people with issues outside the workplace, arranging for subsidized baby-sitting or English-language classes, to show their personal commitment to them.

Always have your compass set on pride, not money. "Where motivation is concerned," writes Katzenbach, "the journey is more important than the destination." It's more important for people to be proud of what they are doing every day than it is for them to be proud of reaching a major goal. That's why it's crucial to celebrate the "steps" as much as the "landings." The best pride builders are masters at spotting and recognizing the small achievements that will instill pride in their people.

Localize as much as possible. Don't wait for your organization or its leaders to instill pride. The best efforts are local in nature. "They stem from frontline managers who know their people, their market situation, and the practical realities of their work environment," adds Katzenbach. Besides, what works in one place might not work in another. And it's often helpful to tap into family, community, and union events to build emotional commitment.

Make your messages simple and direct. Don't confuse people with needless complexity. "People seldom tire of good stories that stir up feelings of pride," writes Katzenbach. "A good story for motivational purposes is one that is honest; it recognizes imperfections and mistakes...it is not a fanciful fabrication of someone's imagination or wishful thinking." And Tom Peters's advice still applies: "Keep it simple, stupid."

John A. Byrne, Fast Company's new editor in chief, can be reached by email (jbyrne@fastcompany.com).