Test Yourself on Recognition - A Manager’s “Do's” and “Don’ts”
Review the following behaviours that further a culture of recognition and those that do not. Add them up to find out if you are anchoring a culture of recognition in your team!
Do's
- I ask my employees for their views on methods and criteria for effective recognition.
- I think carefully about what I will say and do to show I really care.
- I prefer many small and frequent recognition occasions rather than relying on a few big ones.
- I match recognition with the level of achievement and I recognize comparable achievements in comparable ways.
- I match recognition to the employee's individual preferences.
- I recognize contributions as soon as possible after they occur.
- I say exactly why the employee is being recognized and I link the achievement to corporate goals and values.
- I praise employees before their colleagues so others can learn from the experience.
- I make recognition a frequent activity.
- I find ways to create a sense of fun and celebration in my organization.
Don'ts
- I associate recognition with increased costs and loss of valuable work time.
- I seldom meet with employees to discuss positive results.
- I believe day-to-day recognition results in favouritism.
- Employees say the only time I let them know how they're doing is when something's wrong.
- I prefer to include everyone in the recognition process rather than risk confronting employees who haven't earned praise.
- I recognize people randomly, but as a result my effort sometimes lacks real meaning.
- I don't think through the time and place for recognition and, as a result, the process appears confused and insincere.
- I don't consult employees about recognition, nor do I involve them in the process.
- I take a long time to give praise.
- I give recognition in a general way, but I often fail to mention the specifics that indicate my true understanding and appreciation of the effort that was made.