“A mind that is
stretchedby a new experience can never go back to its old dimensions.”
— Oliver Wendell Holmes, American jurist
Give people a recognition experience and the employee won’t go back to old habits. And
It’s a date!
Set up a calendar with all the important recognition days on it: birthdays, weddings, holidays, Administrative Professional’s Day, the company picnic, service anniversaries and company anniversaries—you get the idea. It keeps important days at the forefront of your thoughts and makes it fun to plan something special.
“I spent my first few
yearsas CEO concentratingon budgetsand strategy and personnel issues, until I realized that the most important thing I and every other leader in North America must do is create the atmosphere or culture in which people work.”
—Kent Murdock, CEO, O.C.Tanner
Disorientation. High anxiety. Feelings of alienation. Are your
You can change that, of course. Because you, as their leader, create the culture.
In short, if the work environment is positive, people will stay, and will stay committed. They’ll drive your company forward. But if your workplace lacks employee satisfaction, you will experience
Says Jeffrey Pfeffer of Stanford University in his book The Human Equation, “The returns from managing people in ways that build high commitment … are typically on the order of 30 to 50 percent.”
In your eyes, the glass should be 80 percent full.
While recognition can be difficult for some
Here’s a simple formula that will make discussing performance enhancement much more positive and productive. Begin on a positive note by discussing specific areas where employee performance meets or exceeds expectations. In very precise terms, describe the one behavior that requires correction. (Resist the impulse to pile on by mentioning other failures.) Outline exactly what he is doing wrong. Then give him a detailed description of how it should be done to meet expectations. Be very explicit. End by once again
When meeting to discuss performance issues, your discussion should be 80 percent positive and only 20 percent negative.
Send them off in style.
The first step is having realistic expectations.
We’d bet you don’t believe in fairies or Santa Claus (hope we didn’t shatter
We sometimes want all of our people to be
Now, repeat after us: different is good.
The Carrot Principle: How the Best Managers Use Recognition to Engage Their People, Retain Talent, and Accelerate Performance [Updated & Revised]
The Orange Revolution: How One Great Team Can Transform an Entire Organization
All In: How the Best Managers Create a Culture of Belief and Drive Big Results
The 24-Carrot Manager: A Remarkable Story of How a Leader Can Unleash Human Potential