You and I know that there are many employees who
are not getting recognized enough.
To give people the right recognition, it would
also be helpful to know the best person to make this happen. Who do your
employees prefer most to be recognized by? Is it by your leaders, by
their immediate supervisor or manager, or by their peers?
to employees versus talking to your leaders can yield a completely different viewpoint about what
everyone thinks about employee recognition.
When Leigh Branham was researching for his book, The 7 Hidden Reasons Employee Leave, he learned that 89 percent of bosses believed their employees quit their jobs because they wanted more money. But when they talked to employees, only 12 percent of them stated they would leave an organization for more money.
Now, what about recognition? How do your senior leaders perceive
employee recognition? The answer to this question determines the success or
challenges you face with managing employee recognition initiatives in your
That is why if you don’t know your leader’s perception about
employee recognition you had better find out soon.
it is a strategy meeting, planning meeting, or procurement meeting, there is
something special that happens when you have your executive champion present in
the room with the rest of your recognition committee.
administering, monitoring, and planning the day-to-day aspects of recognition
practices and programs, requires constant vigilance, self-discipline, and
persistence on your part with supporting recognition throughout the
reason you periodically want a senior leader in a recognition strategy or
steering committee meeting, is because they can help you align recognition with
the business strategy and give you the vision of where they see recognition
supporting organizational strategic initiatives.
of the following benefits of having a senior leader in your meetings.
Now is a time for unconventional leadership and innovation
with recognition and reward programs. Analytics and AI are blossoming in the HR
technology world. We need these same tools in the recognition space. This
requires a certain type of leader – an unconventional leader. Look out for
people who demonstrate these Top 10 Unconventional Ways to Lead Your
Recognition Initiatives. They’ll advance the cause of recognition into the
leaders have courage to do the right thing. If a recognition and reward program
hasn’t shown any benefit these leaders are prepared to shut it down. But
they’ll also expect you to replace it with something better that will work.
leaders demonstrate impeccable integrity. They’ll want inclusion and
fairness with all programs, especially with rewards. They’ll advocate for the
receptionist and janitor the same as they would for any senior executive.
leaders are wise stewards over everything. They’re willing to invest funds
and resources for recognition programs over the long term. No one will be
expected to do more, or work longer, than is right and respectful of home needs.
leaders are humble enough to be working for others. You’ll find great
leaders are willing to go to bat for you and work with you. They’ll want a
strong business case presented and clear rationale for the programs you want.
leaders simply care for others. Recognition programs are about caring and
appreciating others. Besides praise and acknowledgment, they’ll want care shown
for the positive and tough things that happen to their employees.
leaders take on challenges. Why not boldly declare that all employees will feel valued and
appreciated for their contributions on the job. It may not be easy to do but
they will enlist every company leader to make sure it happens.
leaders ignore what everyone else is doing. If a majority of companies are
using points-based reward programs that doesn’t mean these leaders will follow.
They will create the best vision and processes right for their employees.
leaders lead with leading indicators. Forget about lagging indicators like
recognition program usage and participation statistics. These leaders are
looking to measure whatever behaviors precede every recognition experience.
leaders are always dependable. They will lead recognition by example. You
can count on them to consistently use your recognition programs. And your
employees will always be proud to receive a thank you card from them.
10. Unconventional leaders use persuasion for power. They will never usurp control over your managing of recognition and reward programs. Instead, they will gently steer you in a direction that eventually makes sense and that you fully adopt.
Previously published in Incentive Magazine by the author.
One element of
recognition often overlooked is encouraging people to do worthwhile things
that lead to valuing and recognizing someone.
Being able to
inspire people to great accomplishments is an ability we should all strive to
learn. But it’s an essential skill to have when you are a leader.
all about filling up people with rousing emotions that you feel about a
particular cause or action that you want other people to take on.
Interestingly, the Latin root for the word “inspire”, means to breathe upon or
into, like the pulmonary meaning of inspiration.
inspire an individual or team to action is not a set of behaviors you may
naturally have. Sure, some people you know can make this look easy. Yet,
inspiring people requires specific skills that all of us can learn.
following qualities and behaviors to inspire people.
Vineet Nayar, an Indian business executive and former Chief Executive Officer of HCL Technologies, is the author of the critically acclaimed management book Employees First, Customers Second.
that employees are the clear differentiator in the value zone for helping
organizations grow faster and be more competitive. He further states that the
business of leaders and management is to enthuse, encourage, and enable
employees to continue creating this differentiating value for their customers.
already know the power of employee recognition. But not everyone is like Vineet
However, what all leaders want to know about recognition is four major points about the programs and practices that you are overseeing.
probably already seen it in your organization.
There are some
leaders—directors of departments or senior leadership team members—who not only
stand out for what their employees achieve, but who know are great recognizers
of their staff. Employees like and trust them and they produce top results
because of how they are treated by their leader.
Why is it that
great leaders are also great at recognizing people?
is important to create a persona or profile of the leader or leaders you report
to for when you need to present to them or gain approval on a proposal. Leaders
think differently than rank-and-file employees. It’s these qualities that set
past talks they have given and check out the latest annual reports to gain
insights about them.
to people who know them the best like their assistants and other managers who
have had dealings with them.
Gather details about their background and where they have worked along with the job positions they have held.
their motivations and pain points that will help you understand their
priorities and how they make decisions.
do you know about their personal life, significant others in their life, family
and so forth? What are their hobbies and interest than might give a human
connection for you to relate to?
will understanding your leader’s point of view help you with your
recognition strategy and planning?
Whenever I visit
an organization that has senior executives who are exemplary recognizers,
it’s a whole different ball game. Leaders who know and understand the
importance of recognition really drive the rest of the organization in making
leaders have set an expectation that giving good recognition is part of the way
their organization does things. They are visionary leaders who lead their
organizational culture and acknowledge people who live the values. They are
purpose driven. These leaders are present at as many recognition and award
events as they possibly can. And if they cannot attend, they will
assign another top recognizing leader.
Leaders who are
on board with recognition see it as the right thing to do for their people.
They have also seen the benefit that comes to the organization when you treat
your people with respect and value them and their contributions.
Looking at their
recognition strategy (note, they have one) you will find their C-suite
leaders endorse it fully in word and deed. And that includes budgetary support,
leadership actions and reinforcing management accountability on all
strategic recognition initiatives through performance management and feedback.
See if your
leaders demonstrate any of the following attributes as recognition