Download
1 / 19
E N D
1. Recognize, Reward and Motivate Are you looking for ways to reward your staff for their hard work? Explore ways to match the appreciation to the activity
when stars and stickers just wont do!
Room set: Each row has a placard: Reserved for people who
or Reserved for
Greet people, have them find a place that suits them and introduce themselves to the people who have the same affiliation.
5 minutes
Welcome, introduce self. Discuss the placement of the powerpoint slides
Indicate that we will not be discussing the corporate structure motivations
salary, benefits, monetary rewards, etc., but rather the interpersonal managerial motivations.
The self-sorting activity that you did as you walked in the door can be a fun way to get to know staff, help them know each other better.
Lets find out who is here (and you may have more than one of these roles)
How many of you here
--have staff supervision responsibilities?
--have team leadership responsibilities? (i.e., you make sure things happen, but you may or may not the one to write the formal staff performance review)
--are members of a team who may be going through some changes?
--are parents who want to play a part in recognizing the good work of paid professionals who work with you or your child?
--have unlimited financial resources to build recognition programs?
Anyone have all? If you raised your hand for all of these questions, you have a big, multifaceted responsibility, so Im rewarding you with the xxxxxx Award. This is a traveling award. You can hold onto it for 2 weeks maximum, but then you have to re-award it to someone you know and are willing to acknowledge their big responsibilities! And because of the responsibilities that you have, Im sure that youre up to the challenge!!Are you looking for ways to reward your staff for their hard work? Explore ways to match the appreciation to the activity
when stars and stickers just wont do!
Room set: Each row has a placard: Reserved for people who
or Reserved for
Greet people, have them find a place that suits them and introduce themselves to the people who have the same affiliation.
5 minutes
Welcome, introduce self. Discuss the placement of the powerpoint slides
Indicate that we will not be discussing the corporate structure motivations
salary, benefits, monetary rewards, etc., but rather the interpersonal managerial motivations.
The self-sorting activity that you did as you walked in the door can be a fun way to get to know staff, help them know each other better.
Lets find out who is here (and you may have more than one of these roles)
How many of you here
--have staff supervision responsibilities?
--have team leadership responsibilities? (i.e., you make sure things happen, but you may or may not the one to write the formal staff performance review)
--are members of a team who may be going through some changes?
--are parents who want to play a part in recognizing the good work of paid professionals who work with you or your child?
--have unlimited financial resources to build recognition programs?
Anyone have all? If you raised your hand for all of these questions, you have a big, multifaceted responsibility, so Im rewarding you with the xxxxxx Award. This is a traveling award. You can hold onto it for 2 weeks maximum, but then you have to re-award it to someone you know and are willing to acknowledge their big responsibilities! And because of the responsibilities that you have, Im sure that youre up to the challenge!!
2. Why Recognize & Reward? 5 minutes
Most of what will be shared today comes from business leadership resources rather than instructional leadership resources, but is very applicable to a variety of early education and care settings and providers.
When we boil down to the bottom, the reason why recognition and reward is important is (PowerPoint bullets)
--The aspect that is most sought from recognition is increased performance whether it be as mechanical as getting to work on time, or turning in lesson plans on time or as global as overcoming and exceeding an enrollment challenge, or completing all requirements of an application for accreditation.
--A well-matched opportunity taken for recognition or reward sets up a climate in which all staff can thrive, a climate in which:
--In the past, holding a persons job at stake for performance outcomes, pressuring or threatening was part of organizations, because there was a narrow mind set of organizational structure
a top/down, power & control model. But now, organizations recognize that such a climate and structure drains energy from staff, puts them on guard, and eventually causes them to quit, causing the organization to go through transitions over and over and over. Instead, the climate should be one where
--You achieve an atmosphere where you can trust that each action that is taken is an action that meets the mission, vision, and goals of the organization, and that each staff member has embraced the values of the organization, and thus displays the ability and drive to make good decisions on their own; support through positive / reinforcing work environments
--Organizations are strengthened through shared leadership which recognizes and celebrates the strengths that each individual brings to the organization or team.
Bob Nelson, a management and motivation expert from San Diego California, conducted a survey of managers for his doctoral research. He was testing to determine if there was a link between recognition and performance. His survey indicated that
Managers strongly agreed that: --Recognizing employees helps the manager to better motivate employees (90%)
--Providing non-monetary recognition to employees when they do good work helps to increase their performance (84%)
--Recognizing employees provides them with practical feedback. (84%)
--Recognizing employees for good work makes it easier to get the work done. (80%)
--Recognizing employees helps the employees to be more productive (78%)
Equally important, but less recognized is the benefit that the manager receives from providing recognition:
--Providing non-monetary recognition helps the manager achieve his/her personal goals (69%)
--Providing non-monetary recognition helps the manager achieve his/her job goals. (60%)
THE UNDERLYING CONCEPT IS MOTIVATION appropriate recognition and reward provide motivation to identify and build on ones strength and increase performance.5 minutes
Most of what will be shared today comes from business leadership resources rather than instructional leadership resources, but is very applicable to a variety of early education and care settings and providers.
When we boil down to the bottom, the reason why recognition and reward is important is (PowerPoint bullets)
--The aspect that is most sought from recognition is increased performance whether it be as mechanical as getting to work on time, or turning in lesson plans on time or as global as overcoming and exceeding an enrollment challenge, or completing all requirements of an application for accreditation.
--A well-matched opportunity taken for recognition or reward sets up a climate in which all staff can thrive, a climate in which:
--In the past, holding a persons job at stake for performance outcomes, pressuring or threatening was part of organizations, because there was a narrow mind set of organizational structure
a top/down, power & control model. But now, organizations recognize that such a climate and structure drains energy from staff, puts them on guard, and eventually causes them to quit, causing the organization to go through transitions over and over and over. Instead, the climate should be one where
--You achieve an atmosphere where you can trust that each action that is taken is an action that meets the mission, vision, and goals of the organization, and that each staff member has embraced the values of the organization, and thus displays the ability and drive to make good decisions on their own; support through positive / reinforcing work environments
--Organizations are strengthened through shared leadership which recognizes and celebrates the strengths that each individual brings to the organization or team.
Bob Nelson, a management and motivation expert from San Diego California, conducted a survey of managers for his doctoral research. He was testing to determine if there was a link between recognition and performance. His survey indicated that
Managers strongly agreed that:--Recognizing employees helps the manager to better motivate employees (90%)
--Providing non-monetary recognition to employees when they do good work helps to increase their performance (84%)
--Recognizing employees provides them with practical feedback. (84%)
--Recognizing employees for good work makes it easier to get the work done. (80%)
--Recognizing employees helps the employees to be more productive (78%)
Equally important, but less recognized is the benefit that the manager receives from providing recognition:
--Providing non-monetary recognition helps the manager achieve his/her personal goals (69%)
--Providing non-monetary recognition helps the manager achieve his/her job goals. (60%)
THE UNDERLYING CONCEPT IS MOTIVATION appropriate recognition and reward provide motivation to identify and build on ones strength and increase performance.
3. Why Recognize & Reward?
Increase performance
Establishes desired climate
Encourage leadership qualities in others 5 minutes
Most of what will be shared today comes from business leadership resources rather than instructional leadership resources, but is very applicable to a variety of early education and care settings and providers.
When we boil down to the bottom, the reason why recognition and reward is important is (PowerPoint bullets)
--The aspect that is most sought from recognition is increased performance whether it be as mechanical as getting to work on time, or turning in lesson plans on time or as global as overcoming and exceeding an enrollment challenge, or completing all requirements of an application for accreditation.
--A well-matched opportunity taken for recognition or reward sets up a climate in which all staff can thrive, a climate in which:
--In the past, holding a persons job at stake for performance outcomes, pressuring or threatening was part of organizations, because there was a narrow mind set of organizational structure
a top/down, power & control model. But now, organizations recognize that such a climate and structure drains energy from staff, puts them on guard, and eventually causes them to quit, causing the organization to go through transitions over and over and over. Instead, the climate should be one where
--You achieve an atmosphere where you can trust that each action that is taken is an action that meets the mission, vision, and goals of the organization, and that each staff member has embraced the values of the organization, and thus displays the ability and drive to make good decisions on their own; support through positive / reinforcing work environments
--Organizations are strengthened through shared leadership which recognizes and celebrates the strengths that each individual brings to the organization or team.
Bob Nelson, a management and motivation expert from San Diego California, conducted a survey of managers for his doctoral research. He was testing to determine if there was a link between recognition and performance. His survey indicated that
Managers strongly agreed that: --Recognizing employees helps the manager to better motivate employees (90%)
--Providing non-monetary recognition to employees when they do good work helps to increase their performance (84%)
--Recognizing employees provides them with practical feedback. (84%)
--Recognizing employees for good work makes it easier to get the work done. (80%)
--Recognizing employees helps the employees to be more productive (78%)
Equally important, but less recognized is the benefit that the manager receives from providing recognition:
--Providing non-monetary recognition helps the manager achieve his/her personal goals (69%)
--Providing non-monetary recognition helps the manager achieve his/her job goals. (60%)
THE UNDERLYING CONCEPT IS MOTIVATION appropriate recognition and reward provide motivation to identify and build on ones strength and increase performance.5 minutes
Most of what will be shared today comes from business leadership resources rather than instructional leadership resources, but is very applicable to a variety of early education and care settings and providers.
When we boil down to the bottom, the reason why recognition and reward is important is (PowerPoint bullets)
--The aspect that is most sought from recognition is increased performance whether it be as mechanical as getting to work on time, or turning in lesson plans on time or as global as overcoming and exceeding an enrollment challenge, or completing all requirements of an application for accreditation.
--A well-matched opportunity taken for recognition or reward sets up a climate in which all staff can thrive, a climate in which:
--In the past, holding a persons job at stake for performance outcomes, pressuring or threatening was part of organizations, because there was a narrow mind set of organizational structure
a top/down, power & control model. But now, organizations recognize that such a climate and structure drains energy from staff, puts them on guard, and eventually causes them to quit, causing the organization to go through transitions over and over and over. Instead, the climate should be one where
--You achieve an atmosphere where you can trust that each action that is taken is an action that meets the mission, vision, and goals of the organization, and that each staff member has embraced the values of the organization, and thus displays the ability and drive to make good decisions on their own; support through positive / reinforcing work environments
--Organizations are strengthened through shared leadership which recognizes and celebrates the strengths that each individual brings to the organization or team.
Bob Nelson, a management and motivation expert from San Diego California, conducted a survey of managers for his doctoral research. He was testing to determine if there was a link between recognition and performance. His survey indicated that
Managers strongly agreed that:--Recognizing employees helps the manager to better motivate employees (90%)
--Providing non-monetary recognition to employees when they do good work helps to increase their performance (84%)
--Recognizing employees provides them with practical feedback. (84%)
--Recognizing employees for good work makes it easier to get the work done. (80%)
--Recognizing employees helps the employees to be more productive (78%)
Equally important, but less recognized is the benefit that the manager receives from providing recognition:
--Providing non-monetary recognition helps the manager achieve his/her personal goals (69%)
--Providing non-monetary recognition helps the manager achieve his/her job goals. (60%)
THE UNDERLYING CONCEPT IS MOTIVATION appropriate recognition and reward provide motivation to identify and build on ones strength and increase performance.
4. Recognition Concepts Formal / Informal
Match the reward to the person
Match the reward to the achievement
Be timely and specific. 5 minutes
DO NOT ADVANCE BULLETS YET
Nelson defines recognition and reward thusly:
Recognition an intangible activity, such as verbal thank-yous, pats on the back, and positive interchanges.
Reward something tangible, such as money, merchandise, or travel
Award combination of these terms that typically takes the shape of a trophy plaque or certificate
Incentive reward that is given with the advance knowledge of the individual(s)
FIRST BULLET:
Most forms of reward and recognition fall into two categories formal and informal.
--formal are employee-of-the-month or years-of-service awards
-- informal are more here-and-now, spontaneous, but sincere appreciation
3 foundational concepts, regardless of the cost, scope & complexity: BULLETS
1.Start with individuals personal preferences; reward in ways he or she will truly find rewarding
2. In order to effectively reinforce the valued behavior, take into account the significance of the achievement. (example, employee who spearheaded and motivated a fundraising committee for 2 years in order to get that new playground should be recognized in a different way than the employees who had perfect attendance for a month)
Given as soon as possible after the desired behavior or achievement. (Waiting 6-8 months for the annual recognition picnic does not reinforce desired behaviors)
Do these concepts sound more than a little familiar for those of us who have worked in classrooms of young children??5 minutes
DO NOT ADVANCE BULLETS YET
Nelson defines recognition and reward thusly:
Recognition an intangible activity, such as verbal thank-yous, pats on the back, and positive interchanges.
Reward something tangible, such as money, merchandise, or travel
Award combination of these terms that typically takes the shape of a trophy plaque or certificate
Incentive reward that is given with the advance knowledge of the individual(s)
FIRST BULLET:
Most forms of reward and recognition fall into two categories formal and informal.
--formal are employee-of-the-month or years-of-service awards
-- informal are more here-and-now, spontaneous, but sincere appreciation
3 foundational concepts, regardless of the cost, scope & complexity: BULLETS
1.Start with individuals personal preferences; reward in ways he or she will truly find rewarding
2. In order to effectively reinforce the valued behavior, take into account the significance of the achievement. (example, employee who spearheaded and motivated a fundraising committee for 2 years in order to get that new playground should be recognized in a different way than the employees who had perfect attendance for a month)
Given as soon as possible after the desired behavior or achievement. (Waiting 6-8 months for the annual recognition picnic does not reinforce desired behaviors)
Do these concepts sound more than a little familiar for those of us who have worked in classrooms of young children??
5. Understanding Employee Personality types
Myers Briggs Type Indicator
16 different types of people
Kiersey Please Understand Me
4 types of personality/temperament
(Kiersey Temperament Sorter)
True Colors
Based on Kiersey; 4 patterns of behavior or temperament
Culture
Generational differences 3 minutes
Matching the reward to the person requires that you know each one personally.
It also requires reflection on and consideration of the following:
Personality type, good old Jungian psychology (or even older concepts by Hippocrates) has been made popular with the work of Myers and Briggs, and the True Colors people. These preference scales allow a team to gain understanding of the individuals who make up the team, for a leader to become familiar with what might be the preferred way that an individual or the team would prefer to be recognized.
In more recent years, Carl Jung described personality or temperament differences as a fundamental basis for understanding human beings. When his work, Psychological Type, was translated into English in 1923, it had a profound effect on Katherine C. Briggs, who had been studying differences in people for years. As a result, Briggs and her daughter, Isabel Briggs-Myers, developed the Myers-Briggs Type Indicator (MBTI), which is used worldwide. Their theory states that much of the random variation in human behavior is actually quite orderly. In their work, they identified and characterized sixteen (16) different types of people.
An instrument for measuring a persons preferences, using four basic scales with opposite poles. The four scales are: (1) extraversion/introversion, (2) sensate/intuitive, (3) thinking/feeling, and (4) judging/perceiving. The various combinations of these preferences result in 16 personality types, says Consulting Psychologists Press, Inc., which owns the rights to the instrument. Types are typically denoted by four letters--for example, INTJ (Introversion, Intuition with Thinking and Judging)--to represent ones tendencies on the four scales.
During the past thirty-five years, David Keirsey has refined the work of Myers-Briggs. In his publication, Please Understand Me, he returned to classifying personality and/or temperament into four types. According to Keirsey, these four different types are different in fundamental ways. They want different things. They have different motives, needs, and drives. They analyze, conceptualize, understand, and learn differently. These differences create natural barriers to interpersonal communication, making understanding between people of different types difficult.
The True Colors metaphor has been developed from the work of Keirsey. Don Lowrys book, Keys to Personal Success, translates his theory into simple and practically applied information. It brings complex ideas out of both academia and psychotherapy and sets them in clear, real-life applications.
A considerable body of information supports the theory that there are four patterns of habitual human behavior or temperament: (Adickes, 1907; Spranger, 1920; Kreschmar, 1920, 1960; Fromm, 1947; Keirsey, 1967, 1978).
A growing body of knowledge also supports the theory that these four patterns of behavior are the key to individual self-esteem and its growth: (Jung, 1920; Hillman, 1979; Keirsey, 1973; Lawrence, 1979, 1980; Provost, 1987)3 minutes
Matching the reward to the person requires that you know each one personally.
It also requires reflection on and consideration of the following:
Personality type, good old Jungian psychology (or even older concepts by Hippocrates) has been made popular with the work of Myers and Briggs, and the True Colors people. These preference scales allow a team to gain understanding of the individuals who make up the team, for a leader to become familiar with what might be the preferred way that an individual or the team would prefer to be recognized.
In more recent years, Carl Jung described personality or temperament differences as a fundamental basis for understanding human beings. When his work, Psychological Type, was translated into English in 1923, it had a profound effect on Katherine C. Briggs, who had been studying differences in people for years. As a result, Briggs and her daughter, Isabel Briggs-Myers, developed the Myers-Briggs Type Indicator (MBTI), which is used worldwide. Their theory states that much of the random variation in human behavior is actually quite orderly. In their work, they identified and characterized sixteen (16) different types of people.
An instrument for measuring a persons preferences, using four basic scales with opposite poles. The four scales are: (1) extraversion/introversion, (2) sensate/intuitive, (3) thinking/feeling, and (4) judging/perceiving. The various combinations of these preferences result in 16 personality types, says Consulting Psychologists Press, Inc., which owns the rights to the instrument. Types are typically denoted by four letters--for example, INTJ (Introversion, Intuition with Thinking and Judging)--to represent ones tendencies on the four scales.
During the past thirty-five years, David Keirsey has refined the work of Myers-Briggs. In his publication, Please Understand Me, he returned to classifying personality and/or temperament into four types. According to Keirsey, these four different types are different in fundamental ways. They want different things. They have different motives, needs, and drives. They analyze, conceptualize, understand, and learn differently. These differences create natural barriers to interpersonal communication, making understanding between people of different types difficult.
The True Colors metaphor has been developed from the work of Keirsey. Don Lowrys book, Keys to Personal Success, translates his theory into simple and practically applied information. It brings complex ideas out of both academia and psychotherapy and sets them in clear, real-life applications.
A considerable body of information supports the theory that there are four patterns of habitual human behavior or temperament: (Adickes, 1907; Spranger, 1920; Kreschmar, 1920, 1960; Fromm, 1947; Keirsey, 1967, 1978).
A growing body of knowledge also supports the theory that these four patterns of behavior are the key to individual self-esteem and its growth: (Jung, 1920; Hillman, 1979; Keirsey, 1973; Lawrence, 1979, 1980; Provost, 1987)
6. Encouraging the Heart Set clear standards
Expect the best
Pay attention
Personalize recognition
Tell the story
Celebrate together
Set the example 10 minutes
The foundation to recognizing staff is the informal recognition, what James Kouzes and Barry Posner call Encouraging the Heart. Their approach is founded in surveys that indicate that the most important nonfinancial reward that is received at work is a simple thank you. They also have identified seven essentials of encouraging:
Clear set of standards that people in the organization live up to. (standards can mean goals as well as values or principles) and they should be standards of excellence.
The energies of the best leaders are dedicated to helping people achieve their full potential. Believe in them to do the best job; expect their best.
Youre not trying to catch them being good, but rather you observe and pay attention to staff. Youve heard of MBWA? (managing by walking around) these authors know of a successful manager who changed it to CBWA caring by walking around
being on the lookout for exemplars of the values and standards.
There are many examples of individuals feeling slighted by a monetary gift given by a manager or leader who really didnt put any thought or caring into the recognition. The best leaders know the people personally; or if not, make a point to get to know them personally in their own setting, what are their likes and dislikes, their needs and interests. Then, with thought it becomes easy to personalize the recognition.
Stories provide a context for the recognition. Rather than a boring blah blah blah description, a retelling of what made the person deserve the recognition allows others to recognize how they, too might be able to achieve the recognition by doing something similar or living up to the expectations and standards. Live examples is most powerful, but other examples that will be discussed later are also effective in telling the story.
Public ceremony provides a setting for broadcasting the message to a much wider audience. BUT DOESNT THIS CREATE JEALOUSY? If the leader is genuine, everybody is happy when others are recognized; it helps to bring people together. Public recognition serves as a valuable educational mechanism that demonstrates company values, encourages others to duplicate the actions that they see rewarded.
If you want others to provide encouragement, you have to set the example. You have to embrace each of the other six steps, act on them and then watch others follow your lead. Leadership is a relationship, formed only when people come into contact with each other.
10 minutes
The foundation to recognizing staff is the informal recognition, what James Kouzes and Barry Posner call Encouraging the Heart. Their approach is founded in surveys that indicate that the most important nonfinancial reward that is received at work is a simple thank you. They also have identified seven essentials of encouraging:
Clear set of standards that people in the organization live up to. (standards can mean goals as well as values or principles) and they should be standards of excellence.
The energies of the best leaders are dedicated to helping people achieve their full potential. Believe in them to do the best job; expect their best.
Youre not trying to catch them being good, but rather you observe and pay attention to staff. Youve heard of MBWA? (managing by walking around) these authors know of a successful manager who changed it to CBWA caring by walking around
being on the lookout for exemplars of the values and standards.
There are many examples of individuals feeling slighted by a monetary gift given by a manager or leader who really didnt put any thought or caring into the recognition. The best leaders know the people personally; or if not, make a point to get to know them personally in their own setting, what are their likes and dislikes, their needs and interests. Then, with thought it becomes easy to personalize the recognition.
Stories provide a context for the recognition. Rather than a boring blah blah blah description, a retelling of what made the person deserve the recognition allows others to recognize how they, too might be able to achieve the recognition by doing something similar or living up to the expectations and standards. Live examples is most powerful, but other examples that will be discussed later are also effective in telling the story.
Public ceremony provides a setting for broadcasting the message to a much wider audience. BUT DOESNT THIS CREATE JEALOUSY? If the leader is genuine, everybody is happy when others are recognized; it helps to bring people together. Public recognition serves as a valuable educational mechanism that demonstrates company values, encourages others to duplicate the actions that they see rewarded.
If you want others to provide encouragement, you have to set the example. You have to embrace each of the other six steps, act on them and then watch others follow your lead. Leadership is a relationship, formed only when people come into contact with each other.
7. ASAP Cubed As Soon
As Sincere
As Specific
As Personal
As Positive
As Practical
as Possible! 2 minutes
You all know ASAP as soon as possible. Bob Nelson cubes it to be
As Soon
As Sincere
As Specific
As Personal
As Positive
As Practical
as Possible!
2 minutes
You all know ASAP as soon as possible. Bob Nelson cubes it to be
As Soon
As Sincere
As Specific
As Personal
As Positive
As Practical
as Possible!
8. I can live for two weeks on a good compliment. --Mark Twain 1 minute1 minute
9. 1 minute1 minute
10. Take the Encouragement Index! 186 210
Youre doing great!
126 185
Theres room for improvement.
66 125
Wake up to the people around you
21 65
Be less harsh on yourself, and find new ways to learn recognition strategies 15 minutes total
DONT SHOW BULLETS GIVE INSTRUCTIONS AND THEN BUILD THEM OUT WHEN RESULTS ARE IN.
186-210 - Encouraging the heart appears to be a highly developed part of your leadership. If youre not doing so already, mentor an emerging leader. If people arent already taking the initiative to recognize and celebrate on their own, provide structures and tools they can use, letting them know it would be great if they, too would encourage and celebrate others achievements.
126-185 Youre doing pretty darn well. You may feel that some people could be doing more; there might be some grumbling, but people are generally happy working with you. Occasionally you feel that there is something more you could be doing to motivate and encourage people, but you dont know what it is. You may recognize that encouraging the heart is important, but feel reluctant to commit completely to this practice daily. Reflect on whats holding you back from encouraging more. Is it
--a feeling that leaders need to keep a certain emotional distance from the others?
--as you proceed, youll discover that it is possible to keep that distance, even as you acknowledge individuals and celebrate team accomplishments
--youre not the cheerleader type, you dont want to make a big deal of what people are getting paid to do, that they shouldnt be expecting any special treatment.
--accept that we are social, and most respond well when were acknowledged for our efforts.
Whatever the reason, weigh the reason against the gain. You may find your uneasiness about the process fades away as you experience greater success with this aspect of leadership.
66 125 People are probably not working to their highest levels, and part of you is well aware of that. You may even feel that people only work to their capacity when youre watching them.
Start paying attention to the achievements of the people around you that you feel are worthy of acknowledgment or celebration. Reluctant? Try to ID why. Lighten up! Think about things to make the place more fun and inspiring to those who work there, and for you too.
21 65 Likely your score, in reality isnt this low, youre being harsh on yourself. IF it is this low, it is likely that there is a fair amount of discontent in the team. Good news is that youre in the position to make immense changes! People produce more in an environment where they get positive feedback; productivity diminishes where there is little or no feedback or where they only hear from their leaders if something is wrong.
--appreciate what recognition can do for the team, for the workplace, for you
--Look for opportunities to celebrate and give recognition
--if needed and possible, team up with someone who can help encourage others
--find a role model and spend some time with that person to learn
Dissect the score; look at what you rated yourself low on and address that item. (Ex)
-- low on #5, look for ways to celebrate accomplishments
-- low on #19, gather folks together as you recognize people for individual accomplishments (remember, specific, vision-focused)15 minutes total
DONT SHOW BULLETS GIVE INSTRUCTIONS AND THEN BUILD THEM OUT WHEN RESULTS ARE IN.
186-210 - Encouraging the heart appears to be a highly developed part of your leadership. If youre not doing so already, mentor an emerging leader. If people arent already taking the initiative to recognize and celebrate on their own, provide structures and tools they can use, letting them know it would be great if they, too would encourage and celebrate others achievements.
126-185 Youre doing pretty darn well. You may feel that some people could be doing more; there might be some grumbling, but people are generally happy working with you. Occasionally you feel that there is something more you could be doing to motivate and encourage people, but you dont know what it is. You may recognize that encouraging the heart is important, but feel reluctant to commit completely to this practice daily. Reflect on whats holding you back from encouraging more. Is it
--a feeling that leaders need to keep a certain emotional distance from the others?
--as you proceed, youll discover that it is possible to keep that distance, even as you acknowledge individuals and celebrate team accomplishments
--youre not the cheerleader type, you dont want to make a big deal of what people are getting paid to do, that they shouldnt be expecting any special treatment.
--accept that we are social, and most respond well when were acknowledged for our efforts.
Whatever the reason, weigh the reason against the gain. You may find your uneasiness about the process fades away as you experience greater success with this aspect of leadership.
66 125 People are probably not working to their highest levels, and part of you is well aware of that. You may even feel that people only work to their capacity when youre watching them.
Start paying attention to the achievements of the people around you that you feel are worthy of acknowledgment or celebration. Reluctant? Try to ID why. Lighten up! Think about things to make the place more fun and inspiring to those who work there, and for you too.
21 65 Likely your score, in reality isnt this low, youre being harsh on yourself. IF it is this low, it is likely that there is a fair amount of discontent in the team. Good news is that youre in the position to make immense changes! People produce more in an environment where they get positive feedback; productivity diminishes where there is little or no feedback or where they only hear from their leaders if something is wrong.
--appreciate what recognition can do for the team, for the workplace, for you
--Look for opportunities to celebrate and give recognition
--if needed and possible, team up with someone who can help encourage others
--find a role model and spend some time with that person to learn
Dissect the score; look at what you rated yourself low on and address that item. (Ex)
-- low on #5, look for ways to celebrate accomplishments
-- low on #19, gather folks together as you recognize people for individual accomplishments (remember, specific, vision-focused)
11. Making Time for Recognition Number 1 stated barrier for recognition giving is time
Recognize it takes seconds to very few minutes
Prioritize relationships, then tasks
Regular and spontaneous walks
Plan into meetings
Build into every interaction 3 minutes
How can we make time for recognition giving? The number one reason individuals state, as a barrier to giving people recognition, is not having enough time.
Key to overcoming this problem is changing attitudes and putting relationships ahead of tasks. In reality, the act of giving people recognition takes from seconds to very few minutes.
Here are some suggestions:
In your daily planner or system, prioritize by relationships then tasks
Pick a time to think about praise, recognition actions and go and do it.
Do a regular and spontaneous walk-around to observe people and praise them.
In your meetings take time out to acknowledge the results achieved and exemplary actions observed.
Choose a best time of day to write at least one thank you note to someone internally and someone outside the company
Until you get into the habit of recognition giving, use some kind of tally system to see how you do each day.
Make every interaction with people an opportunity to say "thank you" or give an expression of appreciation.
3 minutes
How can we make time for recognition giving? The number one reason individuals state, as a barrier to giving people recognition, is not having enough time.
Key to overcoming this problem is changing attitudes and putting relationships ahead of tasks. In reality, the act of giving people recognition takes from seconds to very few minutes.
Here are some suggestions:
In your daily planner or system, prioritize by relationships then tasks
Pick a time to think about praise, recognition actions and go and do it.
Do a regular and spontaneous walk-around to observe people and praise them.
In your meetings take time out to acknowledge the results achieved and exemplary actions observed.
Choose a best time of day to write at least one thank you note to someone internally and someone outside the company
Until you get into the habit of recognition giving, use some kind of tally system to see how you do each day.
Make every interaction with people an opportunity to say "thank you" or give an expression of appreciation.
12. Newsletter & Other Public Recognitions Where?
In-house / team
Organization wide
Community wide
Beyond the community
What?
Newsletter
Annual reports
Advertisements
Voice mail
email 5 minutes
Beyond the encouraging, interpersonal events, there are specific ideas to branch out.
A good place to tell the story. Whatever the media or the venue, make it fun, communicate the message that the individual or team did a specific thing that assisted in meeting the values, vision of the organization. Add pictures if possible.
Have standing recognition for a corner of the newsletter.
Are you filtering these suggestions through the information about temperament/personality and generational knowledge? Can you identify where / why some of the recognitions would not match the folks with whom you work?
Some cautions about Electronic media
Get to know people before you communicate electronically. Rapport comes from shared experiences. An estimated 90% of all communication occurs at the nonverbal level, so what you dont see in our interactions might hurt your relationships.
Use technology to enhance relationships that already exist.
Be aware of technologys limitations. Dont have technology replace personal meetings.
As John Naisbitt, author of Megatrends and High Tech High Touch, Technology and our accelerated search for meaning (2001) once wrote, The more high technology around us, the more the need for the human touch.
5 minutes
Beyond the encouraging, interpersonal events, there are specific ideas to branch out.
A good place to tell the story. Whatever the media or the venue, make it fun, communicate the message that the individual or team did a specific thing that assisted in meeting the values, vision of the organization. Add pictures if possible.
Have standing recognition for a corner of the newsletter.
Are you filtering these suggestions through the information about temperament/personality and generational knowledge? Can you identify where / why some of the recognitions would not match the folks with whom you work?
Some cautions about Electronic media
Get to know people before you communicate electronically. Rapport comes from shared experiences. An estimated 90% of all communication occurs at the nonverbal level, so what you dont see in our interactions might hurt your relationships.
Use technology to enhance relationships that already exist.
Be aware of technologys limitations. Dont have technology replace personal meetings.
As John Naisbitt, author of Megatrends and High Tech High Touch, Technology and our accelerated search for meaning (2001) once wrote, The more high technology around us, the more the need for the human touch.
13. Programs Focused on a certain aspect of employment (or not)
Retention; service & longevity
Time and attendance
Wellness
Safety
Innovations
Quality, customer satisfaction
Connected to the work done 5 minutes
Programs can be adopted to allow individuals or teams to participate.
Individually, there are many that have been instituted by organizations, that are longer term, such as the five year pin or time and attendance awards. These are most successful used in combination with other ways of admiring staff. Example of military study (photocopy & highlight the 4 groups)
Know the goal and have regular touchpoints on the way.5 minutes
Programs can be adopted to allow individuals or teams to participate.
14. Have Fun with Recognition for Specific Tasks or Activities Punctuality
Was here on the dot, Got to work right off the bat
Great Ideas
Light bulb award,
Going above and beyond
Feather in Your Cap award
Helium Balloon launch (or hot air balloon facsimile) 5 minutes
Punctuality
have dots candies, dots on the strips of paper candies. dots that are used for sorting and post to the door.
if folks are milling about and socializing rather than working (and if that is an expressed value/expectation), baseball bat, rubber Halloween bat.
Helping in a Crunch
Working from Home
Positive Attitude
Great Ideas
Enthusiasm
Dealing with a Difficult Customer
Learning a New Computer Program or Task
Filling-In for an Ill Employee
Working Late
Managing the Office while Supervisor is Away
Saving Money on Office Supplies
5 minutes
Punctuality
have dots candies, dots on the strips of paper candies. dots that are used for sorting and post to the door.
if folks are milling about and socializing rather than working (and if that is an expressed value/expectation), baseball bat, rubber Halloween bat.
Helping in a Crunch
Working from Home
Positive Attitude
Great Ideas
Enthusiasm
Dealing with a Difficult Customer
Learning a New Computer Program or Task
Filling-In for an Ill Employee
Working Late
Managing the Office while Supervisor is Away
Saving Money on Office Supplies
15. Low Cost Recognition Saying thank you
Face-to-face and written
Scheduling flexibility
surprise hour off you take over
Dollar Store Re-fabs Activity
3 minutes
Let's not beat around the bush. Recognition does cost money, time and effort. But recognition is more about people than it is about giving "things". The real cost comes in the time, personal commitment and development of interpersonal skills required for effective recognition giving.
You set the budget. Recognition does not have to cost "a lot of money". Start off small. Focus on the daily, spontaneous acts of appreciation and just plain saying "thank you". Doing this with real meaning and sincerity will communicate volumes. Perhaps a simple potluck lunch with you providing dessert is a next step up. Remember, it's the little things that make the big difference.
When you can get monies allocated, try for a pizza supper when a major project is completed; gift certificates for individuals who go the extra mile; and useful office supply items just because. If you can, invest in long-term service awards and take extra care in how you organize these events. Don't forget that training and professional development can be used to acknowledge performance.
There can be plenty of awards and plaques earned or nominated for various areas of performance such as sales, quality, safety, etc. Yet time and time again, employees working at companies with all of the fancy awards tell us the most important thing is to hear words of appreciation along the way.
So the next time you are out shopping and you think recognition costs a lot, buy a package of thank you cards and stamps. Watch the results after you carefully write in them and send them to deserving individuals. You'll see that you should change the vocabulary from "cost" to "investment". Recognition is really a priceless tool.
7 minutes
Activity: I give 2 examples.
Items from the $ store are at the end of each row. Get into groups of 4-5 and discuss how the item could be used to recognize staff. Select someone to report out. 3 minutes
Let's not beat around the bush. Recognition does cost money, time and effort. But recognition is more about people than it is about giving "things". The real cost comes in the time, personal commitment and development of interpersonal skills required for effective recognition giving.
You set the budget. Recognition does not have to cost "a lot of money". Start off small. Focus on the daily, spontaneous acts of appreciation and just plain saying "thank you". Doing this with real meaning and sincerity will communicate volumes. Perhaps a simple potluck lunch with you providing dessert is a next step up. Remember, it's the little things that make the big difference.
When you can get monies allocated, try for a pizza supper when a major project is completed; gift certificates for individuals who go the extra mile; and useful office supply items just because. If you can, invest in long-term service awards and take extra care in how you organize these events. Don't forget that training and professional development can be used to acknowledge performance.
There can be plenty of awards and plaques earned or nominated for various areas of performance such as sales, quality, safety, etc. Yet time and time again, employees working at companies with all of the fancy awards tell us the most important thing is to hear words of appreciation along the way.
So the next time you are out shopping and you think recognition costs a lot, buy a package of thank you cards and stamps. Watch the results after you carefully write in them and send them to deserving individuals. You'll see that you should change the vocabulary from "cost" to "investment". Recognition is really a priceless tool.
7 minutes
Activity: I give 2 examples.
Items from the $ store are at the end of each row. Get into groups of 4-5 and discuss how the item could be used to recognize staff. Select someone to report out.
16. Principles Revisited Employee recognition and reward increases performance
Seven elements will encourage the heart
Know YOUR Employee Its good to do for them, for you
Encourage the heart by
Set clear standards
Expect the best
Pay attention
Personalize recognition
Tell the story
Celebrate together
Set the example
Recognition and reward can be matched to the individual, but only if you have taken the time to know him/her personally and take into account temperament and generational affinity
Its good to do for them, for you
Encourage the heart by
Set clear standards
Expect the best
Pay attention
Personalize recognition
Tell the story
Celebrate together
Set the example
Recognition and reward can be matched to the individual, but only if you have taken the time to know him/her personally and take into account temperament and generational affinity
17. Conclusion Its good to do for them, for you
Encourage the heart by
Set clear standards
Expect the best
Pay attention
Personalize recognition
Tell the story
Celebrate together
Set the example
Recognition and reward can be matched to the individual, but only if you have taken the time to know him/her personally and take into account temperament and generational affinity
Its good to do for them, for you
Encourage the heart by
Set clear standards
Expect the best
Pay attention
Personalize recognition
Tell the story
Celebrate together
Set the example
Recognition and reward can be matched to the individual, but only if you have taken the time to know him/her personally and take into account temperament and generational affinity
18. Help Your Employees to Help Your Business Its good to do for them, for you
Encourage the heart by
Set clear standards
Expect the best
Pay attention
Personalize recognition
Tell the story
Celebrate together
Set the example
Recognition and reward can be matched to the individual, but only if you have taken the time to know him/her personally and take into account temperament and generational affinity
Its good to do for them, for you
Encourage the heart by
Set clear standards
Expect the best
Pay attention
Personalize recognition
Tell the story
Celebrate together
Set the example
Recognition and reward can be matched to the individual, but only if you have taken the time to know him/her personally and take into account temperament and generational affinity
