Ignite! Newsletter—December 2009 Article
Don't Skimp On Reward and Recognition.
These days, leaders in Ireland and elsewhere are preoccupied with figuring out new strategies for cost control and revenue growth. Everyone is so focused on ensuring their next steps to a successful recovery. While you do all the right things to lead your organisation strategically and operationally out of these tough economic times, don't forget to take a minute to recognise the people working so hard alongside you.
A culture of praise and recognition needs to be established at the top. People at all levels in the organisation need to feel cared for and recognised for the work they are doing. That's one of the keys to building a motivating culture. And that's one of the differentiators that will separate successful organisations from unsuccessful ones as we move along the path toward economic recovery.
While leaders intellectually understand the importance of recognising people, the reality is that it still doesn't occur at anywhere near the level it could. In fact, if you ask a group of people, how many of them get too much praise at work, no one ever raises their hands.
What gets in the way of managers catching their people doing things right more often?
According to Mark Paskowitz, a senior consulting partner with our business, The Ken Blanchard Companies in our US offices, it's a combination of time pressures and competing priorities. Most managers instinctively know that recognising their people is important, but they are challenged by the dilemma of choosing between importance and urgency. For busy managers, the focus is on execution and performance, and reward and recognition take a back seat.
However, not taking the time to recognise and reward people can be shortsighted.
Recognition is a deep-seated human need. If people aren't receiving the recognition they need, then trust, credibility, and connection with their leaders will diminish. Once that happens, performance suffersslowly at first, in small, almost imperceptible waysbut then it starts to build. Eventually, you have people staying at work physically, but emotionally quitting.
As Mark explains, "There is a difference between showing up at work and people doing their best work." At times when everyone is stressed juggling the extra demands of the workplace, it's easy for leaders to forget to take a moment for their people. But taking the time to slow down and notice the work of others is one of the keys to building the strong bonds that drive higher levels of satisfaction, engagement, and performance.
To illustrate this, he describes an exercise we conduct with people in the management classes we teach. We ask the participants to think about the best and worst leader they've ever worked for. One of the qualities that people consistently point to when they remember their best leader is that they felt acknowledged and recognised. Other factors come into play, but it was the acknowledgement, recognition, and resulting feeling of being valued that people most remember.
What Do People Want?
For a manager looking to become a best leader, Mark recommends first taking a look at the motivating impact of extrinsic versus intrinsic rewards. Extrinsic motivation is created when there is some tangible reward or incentive tied to doing a certain task. Intrinsic motivation is generated by those things that create internal meaning, joy, and fulfillment at work.
Incentives and monetary rewards can drive short-term behaviour, but to create long-lasting impact, leaders will want to look at the more durable individual factors that drive intrinsic motivation. This will vary by individual, according to Mark. For leaders, the trick is to find out what drives each direct report individually. This means authentically wanting to know about your people instead of just looking for ways to manipulate their behaviour.
"That's the most important thing," he says. "You want to be coming from the right place. Take the time to talk to your people and find out what their likes and dislikes are, and what they enjoy doing. Ask yourself, 'How can I enhance this relationship?' By asking questions, you start building a relationship that shows you are genuinely interested in that person."
Good for People, Good for Business
Mark goes on to explain, "If leaders do everything right on the inside, they can significantly impact everything that happens on the outside. When employees feel that a leader is building their skills, moving them toward autonomy, and acting as a teacher, mentor, and career champion, it creates a connection. It is this connection that impacts an employee's engagement level and all facets of an employee's performance."
It takes work, though, and it does require high amounts of emotional intelligence, awareness, and acuity to gauge where people are. It also means seeing people on a daily basis, knowing their habits, and getting a sense of who they are and what they are about. And while it takes time, it doesn't have to be time consuming.
"People are starving for time with their bosses, he explains. "They want an opportunity to be listened to and to be involved in what's going on in the company. Just a few minutes on a regular basis can make all the difference."
For leaders who take the time, the results will be significant. Today, you need your people's best ideas and thinking, with innovation and creativity especially critical. Organisations need people selling and creating solutions. When people see that you care they give you their best. Taking the time to recognise people creates that direct return on both people and investment.
Would you like to learn more about rewarding and recognizing employees?
Then join us for a free webinar! Reward and Recognition on a Limited Budget
Tuesday, December 15, 2009 5:00 - 6:00 p.m. Ireland Time.
Just because money is tight, that doesn't mean you should put your company's reward and recognition efforts on hold. In this webinar, Senior Consulting Partner Mark Paskowitz of The Ken Blanchard Companies will show you how to create and execute a low-cost reward program that shows people you care. While money is important, it's not the only thing you have at your disposal when it comes to recognising and rewarding employees. Join Mark and discover for yourself all of the ways that you can show your appreciation without spending a lot of money.
Some of things you'll learn include:
Employee recognition doesn't have to be expensive. Don't miss this opportunity to learn low-cost, creative ways to say "thank you."