Giving meaningful recognition is all about learning the science behind recognition and mastering the art of practicing this important soft skill.
A soft skill includes all the attributes and personality traits that help employees positively interact with others and achieve success at work. Recognition is just one of those soft skills to develop.
What learning principles will help enhance retention of the skills needed to give effective recognition to employees? Let’s take a look at some of them.
One of the great lessons you can learn as a recognition leader is finding out what other people have learned themselves after recognizing others.
You can gain this through a self-reflection exercise after employees have learned how to give recognition. Have them write notes in a journal or record them online. Teach employees how to give memorable and meaningful recognition. Then they need to put those skills into practice back at on the job. Follow up with them a month later. You find out how they did and what they discovered.
Ask learners what they achieved with their recognition goal. Ask them to relay exactly what they learned from doing the exercise, too.
Here are some insights gleaned from some of these self-reflective ponderings I have collected.
Did you know that over a third to a half of the general population are introverts?
That means one or two out of every three people that you know are probably soft-spoken, reclusive, and shy individuals.
Susan Cain, author of Quiet: The Power of Introverts in a World That Can’t Stop Talking, says that shyness is about the fear of social judgment. She defines introversion as how you respond to stimulation. Introverts prefer quieter environments.
And now you report to an introverted senior leader. How can you support them with giving meaningful recognition to staff?
Each of us has our own strengths and weaknesses in the plethora of skills needed to make a successful workplace.
Yet, with recognizing people, many think that all you have to do is say, “thank you” and you’re done.
The fact is that there are oodles of behaviors to discover and learn about with giving recognition the right way. And that’s why I recommend you learn one behavior at a time. Get some mastery behind each behavior and become a confident recognition giver.
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.
Many of you have heard of my three factors for giving recognition: Values, Skills, and Awareness.
If you put these three factors into a Venn diagram of three overlapping circles, you see some interesting insights that help you understand what’s going on in your organization.
I will guide you through what each of these factors means and the different outcomes that happen when you only have certain combinations of each of these factors. Then I will share some ideas on how you can strengthen each of these factors to make giving recognition a natural reaction.
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
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?