With my speaking, training, and consulting with organizational leaders and managers in 13 countries, I have seen exactly what it takes to have success with any employee recognition initiatives.
I often speak of the need for alignment, consistency with recognition, the quality of recognition, and the level of impact recognition has on people and performance. Yet, one important element that must be present is having a senior leader who will move mountains for you and advocate for the cause of recognition.
How do they make a difference? Let’s count a few of the ways.
It’s mind-blowing to see the difference recognition practices and programs undergo in organizations where a written recognition strategy and plan exists, versus those organizations that don’t have one.
I hope to encourage you to create a written recognition strategy and plan if you don’t already have one. And, if you have one already, to make sure you have an action plan for implementing it.
Here are my three reasons you need a recognition strategy. There are plenty more, but I hope these will encourage you.
A webinar attendee asked me this week about the best way to express recognition to someone. Were there any great examples of recognition I had heard? They asked what I would recommend that people say to give more meaningful recognition.
What I attempted to tell this person was to stick to the principles behind giving amazing recognition and not to script out what to say or write.
I’ll share with you some key ideas about this concept.
I always remind clients, and those who manage recognition programs, that these online recognition programs can only do so much. Personally, they are responsible for getting these great tools into the hands of leaders and employees and to encourage people to use them.
Recognition programs are only a tool to help people practice recognition giving. They should never replace the one-on-one, face-to-face expressions of acknowledgement.
Check out some of the recognition programs in your organization. How do they help everyone practice amazing recognition?
Consultants come, and consultants go. Some are better than others.
I recall starting my first job at a newly opened hospital as a Speech-Language Pathologist. Towards the end of that year, the leadership team hired a consultant to help them set direction and create a strategy for this new facility.
The consultant roamed around and interviewed leaders and managers and a sampling of employees.
Leaders scheduled a full-day meeting to brainstorm solutions. They invited many to be involved. We generated oodles of flip charts in response to questions posed by the consultant. Everyone vetted this content, and we finally came up with a semblance of a plan.