Recognition and Encouragement

For something so obvious, why is so hard to tell people when they do something great or to encourage them to do even more? We have all heard a variety of reasons why people let encouragement and recognition drift.

"I don't need recognition. I am self-driven. My people should be the same."
"If I recognize them, they will let up and performance will drop."
"Recognizing individuals will only create more problems with those who don't get it."

How about this one: "Why should I recognize people for doing their jobs."

The bottom line is this: if you want people to give their best, you better be recognizing their efforts and contributions - a lot. And you need to constantly encourage them to step up to heights they have never reached before.

 
Key Lessons:

There are a couple of things to keep in mind about recognition and encouragement.

1) Recognition and reward are not the same thing, although many use them interchangeably. Rewards are best used when high achievement standards are met or exceeded. We do not recommend rewarding people for 75% attainment of goals. For many, monetary reward is the only recognition strategy they know. In those circumstances, recognition is very black and white - exceed your numbers and get recognized (usually with more money); come in at 99% and be labeled a loser. That is not as much of an exaggeration as you might think. Remember, recognition can come in many forms and serve many purposes. With simple words, short notes, public applause or even little trinkets, you can let people know when they are making progress, taking necessary but unpopular risks, serving as role models for important values, or are doing something usual. Look for opportunities to help people soar and let them know when they do.

2) You cannot delegate recognition and encouragement. You must get involved one on one, heart to heart. Dropping a note of praise in the mail is one thing. Personally handing it to the other person, with a proud look in the eye, an affirming handshake or a genuine pat on the back is something entire different. Encouragement comes from the root word meaning heart. You just cannot be too removed when matters of the heart are involved.

To continue learning about this important leadership topic, we highly recommend you check out the book, Encouraging The Heart, by our friends and renowned authors, Jim Kouzes and Barry Posner. You will find it to be a great tool on your leadership journey.

 
Experiential Activity:

The next time you get your group together, try this.
1. Pass out several sheets of paper (or index cards) to everyone.
2. Have everyone write the names of their teammates on the top of the paper, one name per sheet.
3. Have everyone now select one sheet and write down 3 - 4 things that they most admire, appreciate or value about the person whose name is at the top. Continue the process until everyone has completed 3 - 4 items for each member of the team.
4. Distribute the papers to their rightful recipients.
5. Allow time for everyone to read the remarks that their teammates wrote.

 
Debriefing:

1. After an appropriate time, ask the group what it was like to write these notes; to receive them. People may feel awkward or uncomfortable. They may also discover they do not know enough about their teammates to answer very well. Dig a little deeper into their observations.
2. Ask each person to publicly report one thing they have learned from their messages.
3. Finally, encourage everyone to communicate these kind of messages with each other (and others) more frequently and less formally.

 
Action Plan:

This one is simple. Write down the names of at least 2 people whom you know deserves some praise, recognition or encouragement from you for something they have recently done or are about to do. Now go out and recognize them. Let them know how important they are. Then find 2 more people...

PS: you can set daily or weekly goals for recognition. Get it in your planner like you do everything else that is important.

Click here for last month's lesson: Leading By Example

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