How to Write the Best Recognition Strategy – Part 4

Implementing the Recognition Plan for Successful Impact

Many consultants enter organizations prepared to tell the leaders where they are failing in the area of the consultant’s expertise.

The process I have taught you over our four-part treatise on How to Create a Recognition Strategy, headlined the need for you to identify your own recognition strengths and weaknesses before starting the strategy piece.

If you have followed along so far, you will know the importance of crafting a Recognition Purpose and Philosophy statements. Following your assessment of recognition practices and programs you have everything you need to design a complete Recognition Plan to elevate recognition practices and programs in your organization.

That is often where consultants exit the scene. You have a plan with goals set and tactical objectives to make things happen. But then they leave you. And often things sputter out or nothing happens at all.

If there is one thing, I think is essential with a recognition project like this, is to provide you with the tools to implement the plan. Let’s get it off the paper and into action. Focus on moving into the implementation phase.

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How To Write the Best Recognition Strategy – Part 3

Develop Your Organization’s Recognition Plan of Action

You are getting really close to having not only a well-articulated recognition purpose and philosophy statement but also a solid recognition action plan to guide your organization on its recognition journey.

In the post How To Write the Best Recognition Strategy – Part 1, I explained the “Why” and need for a recognition strategy. 

Having a recognition action plan takes your recognition strategy beyond your organization’s purpose and beliefs for recognition. Now you have a complete strategy that will become a powerful tool for propelling recognition practices and programs and also driving your culture and helping to achieve your business strategy.

You’ll find more insights in How To Write the Best Recognition Strategy – Part 2 where I outline what you need with Creating a Recognition Purpose and Philosophy Statement.

Next comes your Recognition Plan. Your recognition plan is going to come from the gap analysis from your recognition assessment. A recognition assessment allows you to see on paper the strengths and weaknesses of your recognition practices, programs, policies, and procedures. 

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Never Mix Agendas With Your Recognition Strategy

Years ago when I was leading a church congregation I invited a member to meet with me to discuss a matter involving their publicly disciplining some of our youth. Ironically, this individual also wanted to meet with me to discuss a different subject.

We met that evening, and I allowed them to start with their subject first. Afterward I dealt with the more sensitive subject I had on my agenda. I can only tell you it didn’t go over very well. In fact, they didn’t talk to me for several weeks after.

However, I can tell you I learned a very important lesson from that experience. And that is, never mix agendas. 

If someone wants to see you about something, let that be the sole purpose for the meeting. Don’t add something you have on your mind to the meeting.

In a similar vein, never mix agendas with your employee recognition strategy either. Stay focused on creating a recognition strategy all by itself and add nothing else.

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How To Divide and Conquer Your Recognition Strategy

One challenge with any strategy development occurs after senior leaders have invested their time and energy in creating one. They just don’t give the same emphasis to implementing the strategy.

This happens for recognition strategies just as much as it does for business strategies.

A lot of work can go into creating a written recognition strategy and then it sits there. It’s a nice-looking document that does no good unless someone moves it into action.

Follow are suggestions for implementing your recognition strategy by dividing and conquering wherever you can.

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