Following the completion of a recognition strategy and planning session, you will have a written recognition action plan to execute.
This is both exciting and daunting as you take on responsibility for implementing your plan.
I will share with you some practical insights that I have seen for putting your recognition plan into action.
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I have always appreciated Gary Keller and Jay Papasan’s book, The ONE Thing: The Surprisingly Simple Truth About Extraordinary Results and the impact it has had on my business and personal life.
This is the principle I will draw upon for guiding you in determining your overall goal for employee recognition in the coming year.
In the very beginning of this book is a lovely quote by American humorist and writer, Josh Billings, which says, “Be like a postage stamp—stick to one thing until you get there.”
And that’s my wish for you, to create an overriding one-year goal that acts as a purpose statement to help reach every subgoal and objective that you have.
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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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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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