For some people expressing appreciation and recognizing peers comes naturally. But there are a few people where telling others positive things about their actions is both awkward and an uncomfortable experience.
Teaching your employees how to give meaningful and effective recognition might take a longer time for some of your staff.
One of the exceptional assets any organization has with their employee recognition programs is the very employees you recognize, praise and celebrate.
That’s why I think too many organizations lose out on one of the biggest solutions to advocating recognition practices and higher usage of their recognition programs. Yep, your employees.
Today, I am going to share with you how to enlist small groups of employees to become your recognition ambassadors. And once you have launched these ambassadors within your organization, then employee recognition will never be the same.
Let’s find out how you can create and orient some special employees to become your recognition ambassadors.
Giving meaningful and developmental feedback is one of the most effective tools to help people learn how to do things the right way.
And this applies to learning how to give Real Recognition™ the right way, too.
In this post, I will share some essential knowledge gleaned from research that will give you practical insights and principles to use feedback properly. I’ll share what the purpose of feedback should be, how timing plays a role, the effects of feedback and the responses to expect from learners.
Rarely are we taught how to give effective and meaningful feedback.
Take a deeper dive on how continuous feedback helps people learn how to give better recognition the right way.
Leaders often barrage their managers of recognition with criticism over a lack of participation and usage of their organization’s employee recognition programs.
Naturally, not all organizations have participation problems. Some are exemplary. They have fought hard for that position. It did not come about easily, nor did it happen overnight.
But never let those who do not understand the intricacies and gifts of what it takes to make recognition happen, believe that they are the “real” recognition givers and know exactly what it takes to get full participation with recognition programs.
Instead, remind them that first things must come first. Teach them how to give recognition one-on-one, whether in person, or by all the communication methods available to them
What are the tiny changes you need to make to give better recognition more often to people?
In order to build recognition into your daily routines, you need to develop self-awareness for where recognition can happen. Then you need to develop the automatic habits of putting great recognition behaviors into practice.
This is not asking for tremendous leaps and bounds improvement. All you need to do is break down everything that goes into recognizing someone and then improve those steps by 1 percent. The tiniest margin of improvement added to incrementally will make a big difference.
Time to examine how you can make recognition a habit at your work every day. Dive in!
It is hard to teach everyone how to give meaningful and effective recognition to one another, no matter the size of the organization you work for.
That’s why you need to enlist an army of people to aid you.
Dictionary.com explains that the more helpers you have available to you then the task will be easier. The proverb “many hands make light work” was reportedly first recorded in English in the early 1300s in a knightly romance known as Sir Bevis of Hampton. However, John Heywood, a 16th century writer known for his plays, poems, and collection of proverbs, is most often attributed as the originator of this proverb.
What can you do to teach other to help you teach people in your organization how to give amazing recognition to one another?
Do your employees feel valued and appreciated for their work contributions? If not, is it because recognition is not top of mind for your leaders and managers? What if you could remind your leaders and managers to recognize more often? Are there ways that technology can help?
There is a way to nudge your leaders and managers into giving more frequent and better day-to-day recognition to their direct reports, and others. You can create triggers for your leaders and managers to give more meaningful and consistent recognition to people. This will guarantee affecting the overall employee experience and improve performance, too.
Recognition is such a positive thing to give and receive that you would think teaching people how to give recognition to others should be easy.
But different studies such as from Gallup show that only a third of employees ever receive recognition in any week for doing outstanding work.
People always submit lots of reasons as an explanation for this recognition deficit. However, one dominant answer is not knowing how to give recognition to people the right way.
Adam Grant, the award-winning researcher and Wharton School professor, gives a probable reason teaching people to give recognition is not as easy as we think it is. From his research and book, Give and Take, he shows that in our interactions with others most people operate as either takers, matchers, or givers.
Takers work at getting as much as they can from others while matchers look to evenly trade between one another. It’s the givers who are the rare breed of people who contribute to others expecting nothing in return.
It would appear from this research that perhaps giving recognition is already easier for those who are natural givers than for those who are takers or matchers.
What can we learn from these givers that can help us teach all types of employees to more easily give recognition?