Most leaders notice when things are going wrong or when mistakes are being made. This type of discrimination is important to correct what isn’t working.
However, fewer leaders go out of their way to notice what is going right or to offer genuine gratitude for the efforts being made by others, particularly when that effort is not yielding desired results. Results are always, to some extent, dependent on issues outside of people’s direct control, whereas their energy and focus are totally within their control. Making time to inspire others may not always be easy and yet it is critical leadership behaviour. While people will see through praise designed to manipulate them into working harder or faster, genuine appreciation feeds the soul!
In this coaching corner article we are going to address the issue of demonstrating appreciation with the help of an idealized dialogue:
Sam: Hi Coach, we need your opinion here. Isn’t it the case that my people know I appreciate them because they get to keep their jobs? Mary says we need to be doing more than that and acknowledging whenever people make an effort, whether or not they get results. So, okay, maybe I can accept pointing out someone who is really a consistently superior performer, but surely his thinking is seriously over the top!
Coach: When we offer appreciation, we are demonstrating our gratitude for what somebody has given. Achievement is more than just doing a job really well, it’s about sustaining effort when things get tough, it’s about sticking with something routine or boring and still doing the best you can, it’s about going out on a limb and taking a risk, it’s about helping out someone else or going the extra mile.
Sam: So let me get this right, you’re surely not saying I should be spending enormous amounts of time telling people how wonderful they are, whether or not they meet standards or achieve results?
Coach: Appreciation is totally within your control. People work best when they know what they do matters to someone, particularly when that someone is their leader. They often feel more appreciated for having their pain acknowledged than for being recognised for results. It doesn’t have to be a big deal. A pat on the back, a “well-done” or even an approving nod, is often enough for people to feel acknowledged and important. That’s more personal than an email, although emails can also have a positive impact. But it must be genuine.
Mary: Something I aim for is to give five times more positive feedback than negative.
Coach: That sounds really good, Mary, so long as it’s indeed genuine, otherwise you negate the value of your praise. Offering appreciation in public increases its value. Some leaders visit their work areas every week and wrap up with a “thank you” and encouragement for the week ahead. Just reflect for yourselves on the difference you feel when your efforts are noticed and met with gratitude compared with apparent indifference.
Mary: I changed my approach when my team complained that I always let them know when they had done something wrong, but never when they had done something well. What about being creative with recognition? One of my Team Leaders gives everyone a muffin to have with their morning coffee when she feels her team deserves it.
Coach: Indeed, creativity elevates recognition to a fresher level. An award for “Hero of the Month” or “Rookie of the Year” will pack more punch than “Employee of the Month / Year”. An appropriately named board displayed in the department or page in the in-house newsletter will provide visibility for those who have gone that extra mile and will inspire others to do likewise.
Sam: I have always expected people to do a good job because that’s what they were being paid for. Mmm…it looks like I need to re-think my approach as well.
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