It is totally amazing the different job roles that exist in our world.
As I interview leaders and employees to learn more about their work, I reflect on positions I never knew existed before. Learning about these skills, trades, and professions makes me realize how sheltered our worldview can be.
Recognition practices and programs should look very different according to where people work.
You’ve had an elite group of managers and leaders available to you to facilitate and help craft a recognition strategy and plan.
You randomly assigned this diverse and representative group to table groups or virtual teams to work on the recognition plan. You designated these seasoned and well-informed people to specific focus areas to create goals and action plans. There may, or may not be, experts on a team that know the subject of their focus area.
The result of a recognition strategy facilitation is having well-articulated statements of purpose and philosophy around recognition. Collectively everyone agrees on the overall, big-picture goal for the next year to help steer recognition activities. Even the focus areas for improving recognition are consistent with the prior gap analysis conducted.
You assigned each team a focus area that is most likely not in their expertise or specialty. Their skill sets are probably outside the domain you charged them with working on. As managers and leaders, they generated superb ideas and insights on the topic.
If there is anywhere where a problem might occur, it is with the goals, action plans, and outcome measures.
How do you refine these amazing ideas without offending the originators? What steps do you take to refine what you facilitated from them in the strategy session? How can you stay true to the process and honor the first contributors?
Did you know that over a third to a half of the general population are introverts?
That means one or two out of every three people that you know are probably soft-spoken, reclusive, and shy individuals.
Susan Cain, author of Quiet: The Power of Introverts in a World That Can’t Stop Talking, says that shyness is about the fear of social judgment. She defines introversion as how you respond to stimulation. Introverts prefer quieter environments.
And now you report to an introverted senior leader. How can you support them with giving meaningful recognition to staff?
It allows you to ask the questions you are curious about. You also get to ask those questions of people in the real world and find out answers. And you can even go further, if you really want to. You can compare your findings with other groups of people and see if there are any correlations.
I love to ask questions about employee recognition.
So, I ask you, do you know how much great recognition means to people?