If You Believe in Building Talent, Encourage Someone Today

When I check the keyword searches that land people here, a lot of them have to do with "find my strengths" or "how do I manage talented people?"

People at work appear invested in clarifying their own strengths and understanding the inherent talent in others. If that's so, I was wondering why there is so much angst about retention. It seems that people would be committed for the long term if their strengths and talents are being valued.

The Managerial Equivalent of "Your Lips Say 'Yes' But There's 'No-No' In Your Eyes"

There is at least one reason why some people--including managers-- are shopping their resumes. It has to do with the distinction between advocating development and then doing the opposite.

Here's a real life example:

Luke (not his real name) is an operations manager at one of my client companies. He's experienced and has been in the manufacturing industry for 20+ years. He is the most well-read client ever. Whenever I see him, he waxes poetically about the wonderful "new" managerial ideas he's picked up from the most recent leadership books he's read.

One of those ideas had to do with recognizing someone's small successes and following through with verbal encouragement or even a small reward (lunch, movie tickets, a $25 gift certificate. . .) Better yet, acknowledge the person's fete during a regular departmental meeting. He also talked about the importance of those ideas during a meeting with his supervisors.

But he wouldn't do any of those.

I asked him why not.

His reply "I'm not going to spend time rewarding or telling someone how good they are if the company is already paying them a salary. They are supposed to do good work."

He doesn't have the same approach with his kids. I've seen him. He acknowledges them when they've succeeded at something. Anything. And he does it spontaneously.

What the heck happens in life(?) between:

and

.

Every day we're all trying to learn or do something new. Let's be honest: part of our day is spent being a kid again when it comes to struggling with a new problem that needs a solution. And we could use a few encouraging words of recognition when we demonstrate a talent that helps the organization.

("Gee, that felt good. I think I'll do it again!)

What would a well-known, successful business person say about the importance of encouragement?

"My best friend is the one who brings out the best in me."
~ Henry Ford

What Do Our Brains Say About Encouragement?

According to the ATW resident neuro-gurette, Dr. Ellen Weber, brainpower is lost to common critiques. In this instance, the absence of acknowledgment can easily turn into the perception of a "critique." For those who can't seem to get their hearts in gear, maybe a look at how serotonin builds better businesses will offer an intellectual bridge to encouraging action.

You may want to check this out, too, if you want to help someone see talent more clearly.

What's going on at your workplace when it comes to recognizing people's strengths and talents?




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Photo attribution to:
www.mingara.com.au      
www.corporateclowning.nl

 

Comments

[Ellen Weber]

Wow -- Steve -- I see a great book! It would be fun to interview 12 strong leaders - one for each chapter. The opening question would be... Do others here encourage what you do well? Second question could ask... "What advice would you give to leaders who'd like to encourage more talent at this firm?

What a fun book that would be to write -- and it would be so helpful in the field.

One big firm could sponsor it and then make a killing selling the tips that would emerge to refire workers! Your turn ....

[Steve Roesler]

Ok, Ellen I've been looking for a valid way to introduce some collaboration. I think we'd generate useful info and have fun, too.

Shall we talk?

[Shane]

Hmm ... coming from an operations mgmt background (in manufacturing) myself, I'd say a lot of it is about testosterone.

It's an environment where soft managers can get walked all over very easily if they're not careful. But recognizing small successes does work.

The key is to "get over and be above" the stereotype. And don't pick favorites or reward that one person who always does the best job. Reward workers who score an A+, or a B, and even a C sometimes. That's what encouragement is all about.

[Steve Roesler]

Figured I could count on you for this one, Shane.

You bring up two really good points:

1. The manufacturing culture. I've spent a lot of time there, too, and the encouragement may look and sound different than what the people in the "home office" are used to!

2. Recognizing anyone who does something good regardless of their "ranking" in overall performance.

I'm not naive. Sometimes there are just average performers. But there's a decent chance that some of those would step up if they knew that the boss noticed when they got something right.

[Ellen Weber]

Great Steve -- Yes, I think it would be a real tool -- and I think we both do the leadership development that could use such a book as text. Let's talk!

[Steve Roesler]

Ellen: Shall I have my people call your people?

[Shane]

"some of those would step up if they knew that the boss noticed"

Very true Steve. And when someone screws up or is getting lazy, some good natured ribbing goes a long way to getting the peer pressure working in the right direction.

It's a little bit different than traditional team-building, but it's the language of the culture.

[Scott M]

Encouragement is great! But I'd offer this caveat: It has to be meaningful, specific, and correct.

If a supervisor tells you that you've done a good job, when you really haven't done a very good job, then the opinion of the supervisor is lowered in the employee's eyes. The employee feels that either the supervisor is out of touch, or the compliment is false (just something their management books tell them they have to do once a week)

Make sure you REALLY think they are doing a great job. Don't just say it in an off handed way.

Make sure you complement a specific behavior. "Hey Tom, I noticed you've really been completing those reports ahead of the deadline. Thanks!"

And make sure that you are in-touch with the job, so you can verify they REALLY are doing a good job. If you compliment someone on completing their reports on time, but the reports are a mess (and you don't know because you never look at them) then what message are you sending?

Remember: meaningful, specific, and correct.

Anything else is worse than nothing at all!

[Jim Stroup]

I think Scott is right on the money with making sure your praise is meaningful - otherwise the resulting devaluation of your words to apply to them in every respect. The problem, in this as in so many things, is where we draw the line. When are they, as Steve relates regarding "Luke's" approach, simply supposed to be doing that they are, after all, paid for, and when should they be singled out for notice?

I would err, as Steve suggests, on the side of generosity, here. That doesn't mean throwing standards out the window, it just means not slamming it shut. Even if they are doing paid work to standard, there's nothing wrong with, now and then, telling them even that.

[Steve Roesler]

Shane and Jim,

The "meaningful, specific, correct" tagline is certainly true. I do, however, err on the side of Ken Blanchard with people just starting out.

Ken has always noted that with a new person or task, you acknowledge even an approximation of the right result and then quickly show how to bridge the gap. That way, the person doesn't get discouraged learning something new and the supervisor gets a chance to immediately re-direct.

And as Jim notes: if someone is doing the job the way it is supposed to be done (what they are getting paid for), why not acknowledge it? Human Nature 101--in addition to reams of research confirming Human Nature 101--tells us that we all like to be noticed for a legitimate accomplishment.

Isn't management all about reinforcing the right things?

Who cares if there is a paycheck involved if we already know that the human condition is looking for human affirmation?!

[Kate]

What you're saying is true, sometimes even a little thank you makes a difference. All the way over in Australia 1/3 people will leave an organisation if they're not recognised. Gallup studies also show that disengaged employees cost Australian businesses $32.7 billion per anum.

My business works in the reward and recognition and incentive space and we've seen first hand the difference it makes on businesses when employees feel appreciated. People aren't so much focusing on the lower order needs from good old Maslow, it's much more about the value we can add to organisations and the difference we can make. So we need to be recognised for this.

We've found that 'stuff' doesn't work, try using experiences. People love going out on activities they would never normally buy for themselves (like v8 Buggy racing, circus skills workshops, bbq cook offs, sailing, hot air ballooning) It's all about social connectedness and creating stories people tell others about in your organisation. Therefore your people become your marketers.

We've put together a Little Red Book of Answers which looks at ways you can reward and what it means for your people, it's free and you can access it using this link:
http://corporate.redballoondays.com.au/go/knowledge-bank/book-of-answers