Top 10 Unconventional Ways to Lead Your Recognition Initiatives

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 future.

1. Unconventional 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.

2. Unconventional 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.

3. Unconventional 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.

4. Unconventional 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.

5. Unconventional 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.

6. Unconventional 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.

7. Unconventional 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.

8. Unconventional 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.

9. Unconventional 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.

7 Steps To Working More Collaboratively With Each Other

There has been a lot of talk, media articles and research lately about the interesting topic of “collaboration”.

Collaboration is simply the practice of willingly working together towards a common goal to meet some specific need for the benefit of the company.

Often, when you think about collaboration, you are immediately mindful of simply working with your colleagues who you are most familiar with.

But the challenge comes when you are forced into situations where you have to collaborate with others from other across different departments or even organizations.

For those of us with children or grandchildren, sometimes this collaboration across departments is like watching kids learning to play together in the same sandbox.

You just might hear some squawking between a few individuals and you could even see some kicking up of sand.

To make it really work, collaboration has some basic requirements that must be followed if you are going to be a successful collaborator.

Consider the following seven items for a smoother collaborative outcome.

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