It’s Oscar Awards season.
They have submitted a full list of nominees, along with best picture nominees by over 6,000 voting members of the Academy of Motion Picture Arts and Sciences.
They sent in those nominations during the month of December. Members made their selection for which movie and which artists they felt merit being this year’s Oscar winners.
Each voting member belongs to just one of the seventeen branches of the Academy such as actors, casting directors, costumer designers, producers, and many others involved in the magic of the movies.
But who judges the nominations? How are Oscar Awards nominations evaluated?
I will open the curtain on the process for you right now so you’ll be ready for the Academy Awards night. You’ll know when the presenter reads the envelope, announcing, “And the winner is…” exactly what it took to get to that special moment. (more…)
Not all leaders are good at giving recognition.
It takes a certain person to rise up the ranks and become a senior leader in an organization. Some have exceptional interpersonal skills and enjoy being with people and are good at interacting with others. There are others who became leaders because of their exceptional skills or expertise in various administrative and professional areas.
However, giving meaningful and effective recognition is a competency skill all leaders should develop even if they don’t see recognition as important. A Quantum Workplace study on 7 Employee Engagement Strategies found only 11.8% of organizational representatives put employee recognition as a top people priority.
Your role as a leader of recognition is to create better leadership awareness of the importance of employee recognition. Help your leaders know how to deal with the reality that happens when employees do not feel recognized. (more…)
In researching recognition practices and the positive behaviors and principles associated with meaningful recognition, I have identified at least forty essential behaviors needed for giving recognition seen as authentic and effective in the eyes of employees.
My colleague, Dr. Charles Scherbaum, and I have even developed a Recognition Skills Assessment that assesses an individual’s strengths and weaknesses around these researched behaviors.
But over and above all these behaviors, skills, and practices, what’s the one thing you can do to improve your recognition giving abilities? (more…)
Each organization, large or small, should have a written recognition strategy to position recognition at the forefront in their organization.
Michael Porter, in his classic Harvard Business Review article, “What Is Strategy?” states that “strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals or performing similar activities in different ways.”
Naturally, Porter is speaking about a traditional business strategy and not about a recognition strategy.
But what can you learn from the wisdom of Michael Porter? Are there principles you can apply to crafting a recognition strategy? Let’s look carefully at his work. (more…)
Your employees need to receive clear expectations from your leaders to take ownership for learning for how they can give more effective and meaningful recognition to everyone they work with.
You won’t be able to do this well on your own. But with solid leadership support you’ll be successful.
I had thought about personalization before especially when I think of how to recognize people. With learning about giving effective recognition skills, I can make assumptions about how personalization could work there too. But I had never thought about the term individualization with learning.
For this insight I am grateful to Sharlyn Lauby from HR Bartender for defining these two terms as they relate to training and learning.
Look and see how you can put these concepts into practice to make learning recognition easier and more practical for your employees. (more…)
Academic research has shown that managers are a contributing a factor to your employee’s perception of experiencing meaningfulness at work.
Researchers Francesco Montani and Jean-SébastienBoudrias reported that when managers take their role seriously, and serve and act as representatives of the organizations they work for, they provide them with salient social cues to their employees. These cues give employees a sense of meaningfulness in their own job. A manager’s act of genuinely recognizing their employees contributes to employee meaningfulness with their work.
So how can you use your recognition programs to create this greater job meaningfulness for employees? (more…)
People make mistakes.
It was Alexander Pope who penned the phrase, “to err is human; to forgive, divine.” But it can be very hard on employees when a senior leader or manager botches up their personal recognition experience.
You’re often left to pick up the pieces, make amends, placate upset employees, or otherwise fix the recognition mistake that the leader made. You can’t always correct a leader right away.
What can you as a recognition manager or practitioner do to prevent any further recognition mess-ups? (more…)
I had just read marketing author, Seth Godin’s blog post, in which he concluded with the line – “Specific can be its own reward”. And I wholeheartedly agree.
Being specific in your expressions of recognition and praise can be a rewarding experience for the recipient. Which is why I want to emphasize the need for this recognition principle to be taught to your managers and employees.
My goal is to encourage you to help those you lead be specific or become more specific with their recognition expressions. (more…)
Typical steps for creating a business strategy require senior leadership team involvement, analysis of previous financial and operational goals and outcomes, and direction as far as the future state of where the company should be heading.
Having a written recognition strategy puts recognition practices and programs on the same level as a corporate business strategy.
But what if you don’t have the luxury to get senior leaders and a sampling of departmental or business unit leaders in the same room? If you can’t facilitate and collaborate with others to create a recognition strategy document, what should you do?
I will show you how to create a quick and easy recognition strategy with a basic structure and outline, along with some questions to ask yourself as a guide. Are you ready? (more…)
When thinking about designing great corporate learning curriculums, here’s what the late Peter Drucker once said, “Our most important education system is in the employee’s own organization.”
However, most organizations have not woken up to the fact they’re also an educational system besides whatever goods and services they produce.
Consider these factoids to give you a perspective:
- The U.S. Bureau of Labor Statistics found that employers with fewer than 100 employees provided only 0.8 hour––that’s only 12 minutes of manager training per six-month period. And,
- Organizations with 100-500 employees provided only 0.9 hour (6 minutes) of training for the same time span.
Further, a survey by Progressive Business Publications found only 52% of companies trained their managers once a year or less.
Designing a learning curriculum that will teach people to give meaningful and effective recognition to everyone they work with, looks to be a daunting task. What can you do to change these poor numbers and make recognition a driving force in your organization? (more…)