As I consult for businesses and organizations, I hear the same message over and over—both from leaders and from their employees: “People are getting burned out. We have to do more work with less people, making do with the budget that we have,” or, “We need to do something to show our workers appreciation but funds are tight.” Burnout is the common theme, as people in the workplace express that they are becoming more negative, cynical, and discouraged.
Research confirms that there are serious problems developing in the workplace today:
• 65% of workers say they have received no recognition or appreciation in the past 12 months.
• While 80% of large corporations have employee recognition programs, only 31% of their employees say they feel valued for doing good quality work.
• The #1 reason for recognition in most workplaces is longevity (how motivational is that?).
• Only 8% of employees feel their top management cares about them personally.
• 70% of employees are either disengaged or under engaged in their work.
• Yet only 21% of these workers are looking for work elsewhere, meaning approximately 50 % of the workforce are just passively enduring work they don’t enjoy.
The workplace environment needs to change for the better, and leaders can change the course. Unfortunately, many managers’ efforts to appreciate their staff are misguided and wind up being a waste of time and effort. Why? Because they are not built upon the core principles necessary for appreciation to be communicated effectively.
Make your praise specific and personal. The most common mistake organizations and managers make is communicating appreciation that is general and impersonal. Sending blast emails with the message, “Good job. Way to go, team!” has no specific significance for the individual who stayed late to get the project completed. Use your colleague’s name and state specifically what he or she does that makes your job easier.
Realize that action can have more impact than words for some employees. Some people (seemingly, often men) do not value verbal praise, holding to the mentality that words are cheap. For these people, compliments are viewed with disbelief and skepticism, and often verbal praise is understood as an act of manipulation. Actions are more effective to show appreciation for these individuals, such as spending time with them at the office or helping to get a task done.
Use the language of appreciation valued by the recipient. Not everyone likes public recognition or social events. One person told me, “You can give me an award but you’ll have to shoot me first before I’ll go up and get it in front of a crowd.” And for many introverts, an invitation to attend a staff appreciation dinner is more like torture than a reward for doing a good job. They may prefer getting a gift card for a bookstore and staying at home and reading. Find out what your co-workers or employees value and communicate in that language.
Separate affirmation from criticism or instruction. If you want the positive message to be heard loud and clear, don’t follow your affirmation with a “Now, if you would only…” message. Don’t offer a compliment followed by a criticism of how the individual could do better. They will only remember the criticism, and may not even hear the positive.
Be genuine. Don’t try to fake it or overstate your appreciation (“You are the best administrative assistant in the free world!”). People can sense when appreciation is obligatory or contrived.
In my practice, I have seen these simple principles of appreciation successfully improve workplace environments previously suffering from a bad case of burnout. Appreciation has the ability to transform any team into being far more productive in a voluntary manner.
To learn more about this and many other areas of effective sales management and leadership, please explore our courses entitled “Leadership in Action” and “Practical Sales Management Strategies for Today” both featuring W. Steven Brown. These systems are designed to be facilitated internally by a client to customize the message to the managers and the company. They help any organization build a method that vastly improves people’s ability to perform. Read how easy the process is.
For a PDF overview of one or both courses to learn more and see how they can be successfully implemented into your organization just request it by clicking here. We appreciate your time and hope this has helped.
Jim Strutton, CEO
Accountability Plus, Inc.
© 2011 Accountability Plus, Inc.
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