What motivates your employees? When asked, most managers cite recognition, tangible incentives, and clear work goals. But very few mention actual progress in the work and how they should support it as a means of motivating their people. In this chapter, organizational behavior experts Teresa Amabile and Steven Kramer explain why making progress is so central to good inner work life and high-level performance--and that the key to leveraging this Progress Principle is giving people meaningful work, defined as work they perceive as contributing value to someone or something that matters. Based on thirty years of research and detailed workplace diaries, the chapter explains why progress--and setbacks--matter so much to people and how you as a manager can help your employees see the meaning in their work and avoid any actions that may actually negate its value in their eyes. The chapter concludes by showing how you can get your team on a self-reinforcing "progress loop" in which progress and a strong inner work life feed each other, creating a virtuous cycle. If you can harness this powerful force by supporting the daily progress of the people who work for you, you will not only foster the success of your organization but also enrich the everyday lives of your employees. This chapter was originally published as Chapter 5 of "The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work."