One area repeatedly comes up weak when I assess many organizations on their recognition practices and programs. That missing element is recognition, and they barely touched upon it in their leadership development curriculum.
True, they may or may not have online education on effective recognition practices. And they might have a few tutorials on how to use their various recognition programs.
But with educating and training leaders on effective recognition giving, the well is often dry.
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Leaderboards are a type of gaming mechanism that helps learners with goal setting and instilling motivation for learning and performance improvement.
So, how can you design and use leaderboards to socially reinforce the desired performance results you want in the workplace?
I will outline some of the leaderboard mechanics to be aware of and their implications. And I will provide you with a real-world example of a leaderboard that you can emulate and apply in your workplace.
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What makes certain leaders such outstanding individuals at giving exceptional recognition to the staff they oversee?
I am going to examine some of the essential qualities that make leaders a natural at recognizing employees meaningfully.
Look at these various attributes and see how you stack up. And, you might have to assist your senior leaders in developing these same skills, and make them remarkable recognizers, too.
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It is important to remember that recognition is not just a top-down phenomenon.
Recognition is everyone’s responsibility. Which makes it a practice that is multi-directional. So much so that recognition needs to go up, sideways and down, and around to everyone.
And, yes, recognition, praise, and thanks should go to your immediate supervisor or manager.
We can demand that others should recognize employees, but rarely do we educate and teach staff to remember to acknowledge and thank their own bosses.
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It’s one thing to write up a recognition strategy, and it’s something else to make it work.
WorldatWork shows almost half of all their member organizations surveyed have a written recognition strategy. They even state that 94 percent of those organizations that have a strategy that is aligned with their business strategy.
What no one follows through on is answering whether anyone actually implemented any of these written recognition strategies or not.
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