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.
In my earlier life as a speech-language pathologist, I vividly recall an external consultant coming into the hospital I worked at analyzing our organizational challenges. We brainstormed and followed his facilitated methods to let some potential plans and goals unfold.
And so, our creative content on the flip chart sheets was all typed up and distributed to the attendees. That’s where they sat, so it seemed, for many months. I told our hospital’s CEO that there was a problem with this consultant’s work. They set nothing up for implementing the plans.
I recently finished helping a client’s organization team in drafting a recognition plan to address their gaps with recognition practices and recognition programs. I nicely printed everything up in a flow chart looking model.
I will not leave them alone with this document. I have prescribed a method for how to implement their recognition plan so they will achieve success.
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.
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.
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.
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.
When you search
out Recognition Professionals International’s (RPI) seven best practices
standards you’ll learn that their first standard is Recognition Strategy.
RPI defines a
Recognition Strategy as a written strategy statement and plan with specific
program objectives, with recognition aligned to the organization’s culture
(i.e. vision, mission and values) and the business strategy and
objectives. They use a three-dimensional recognition approach of formal,
informal and day-to-day recognition practices. This Recognition Strategy
document typically outlines the procedures and processes used and the
program delivery methods for the various types of recognition adopted.
My definition of
a recognition strategy includes a few more features that help make your
recognition strategy a working, actionable tool.