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LarsonLundgren74

LarsonLundgren74

Recognition And Appreciation Inspires And Energizes

"Just as it is easier for many parents to exhibit love with gifts compared to hugs, it is easier for organizations and managers to show gratitude with money as compared to words." - Andrew Lebby, senior partner, The Performance Group
We are finding that managers' strategies to recognition could be divided into three categories:
1. Management by Exception
One manager proudly used this term to explain his approach. "If you've not heard from me, that's a good sign," he explained. "That means I think you're doing just fine. I only deal with the exceptions. I seek out problems and individuals which need correcting. Those are what I hop on." In a later conversation that same manager brought up his failed first marriage. "What really drove me crazy were her constant complaints that I never informed her I loved her," he complained. "I married her didn't I? Obviously I loved her. Why did I need to keep saying it then?" Personal and organization consultant, John Scherer, calls this method Gap-Zap. When situations are running smoothly, there's nothing said - we leave a gap. When things log off track or there exists a problem - we zap.
Variations of management by exception are premiere factors behind the demoralization and fear that's rampant in a lot of groups and organizations. People feel criticized, ignored, unappreciated, and in many cases used. They feel as being a item of equipment or just countless "human assets with skin wrapped around them."
2. Flattery and Manipulation
Flattery can be a negative kind of praise that can do more harm than good. It's employed to control and dominate. This sickly (and sickening) way of "recognition" can often be practiced by people who "lay it on thick." Generally the compliments they are paying are overblown and from proportion on the deed or person they're addressing ("we could never survive without your contributions"). Or their phony flattery is vague and general ("you do great work").
Many manipulative managers have built extensive recognition programs and practices around "doing their recognition thing." They offer flattery, compliments, awards, prizes, and the like as "atta boys" like they'd control and reward family members dog with a biscuit along with a pat around the head.
One company actually passed out stickers, awards, plaques, and merchandise as part of their "Atta Boy/Girl" program of "recognition." Another "motivational speaker" makes this process the centerpiece of his suggested management methods. Using the training means for teaching killer whales to jump high beyond their tanks as his model, he allocates "Good Whale" stickers that are to get stuck on deserving people or their work. That would sure cause me to feel like a valued adult that's respected as a partner!
3. ซีรีย์เกาหลี and Appreciation
Only two teams of people experience sincere recognition and genuine appreciation - people. Reflecting on a life of pioneering work, the 19th century American philosopher and psychologist, William James, said, "I now perceive one immense omission within my psychology - the deepest principle of man's instinct may be the craving to become appreciated."
Sincere recognition and genuine appreciation are highly energizing. Accomplishment and achievement ought to be your own reward for top rated. But it feels better still when other people notice and appreciate what we've done. Recognition and appreciation continually arrive near the top of most lists of motivational factors. They are key reasons for the fun and excitement, will to win, want to belong, and passion so vital to continually improving performance.
Highly effective leaders work with a plethora of methods to build a place of success, accomplishment, and pride through recognition and appreciation. But these leaders aren't central figures in command of the "goodies." Rather, these leaders model, encourage, and support people giving recognition and appreciation up, down, and through the organization and within and among teams and team members.
Chapter 16 of Firing on all Cylinders outlines a series of programs, techniques, and practices for team, individual, and recognition programs. As I decide on and compare organization and team cultures, it's clear how the high energy, top rated culture radiate sincere recognition and genuine appreciation. That's why the identical recognition programs that fizzle outside in other organizations thrive in these. It's also clear that managers who have beautifully shaped personal recognition skills and appreciation habits lead these vibrant, successful cultures.