This is the third and last post in a mini-series I am doing on performance management. I want to focus this post on the micro-moments throughout the year that allow you as a leader to practice developing others through recognition and positive feedback that are an integral part of creating a high performing culture.
One of the personality assessments I use more often these days is the Hogan Assessment. The leadership report includes development scales and potential “derailers”. It also includes a Motives, Values and Preferences Inventory that provides clarity on values and drivers. One of the key drivers the Hogan measures is recognition. This is about recognition as in being “known, seen and visible” for work well done. This measure is not really about money – there is another scale called “commerce” for that. Some of us really love recognition, others don’t need it as much. Like all measures of healthy personality, we fall somewhere along a continuum or scale.
I score slightly below the middle on recognition. It can be important to my feeling good about work but it has to be real and for significant contributions. I am not a person who needs it for doing small stuff. But when I do something really great, I love hearing about it.
Leaders should not underestimate the importance of knowing where they fall and where their team falls on this scale. It matters. If it is important to you, you should own it and let others in your circle know it. Many of the executives that I have worked with have at least a middle to middle-high need for recognition. And when they don’t get it, it can zap their energy. Especially when they report to the CEO or board. There is often not a lot of recognition happening at that level. Perhaps folks at the top think that the large compensation package makes up for low/no recognition. In my experience, our humanness and the needs that come with it, are hard to shake regardless of our pay grade.
Often when I ask a client if they have ever shared their need for positive recognition with their boss, they almost universally look at me like I am crazy. It’s a shame because if it is important to you, it should matter to your boss. It is also important to know your team member’s recognition needs. Simple questions at the start of working with them will allow you to customize the recognition you provide:
If you are still reading, you may be shaking your head and saying, “heck, no one has ever asked me about this and I still keep bringing my best.” I understand. I used to feel the same way. But then I saw all the research on positive feedback and recognition and started using it in my work and seeing how motivating it can be when done well and I am reformed. It now falls into the “duh” bucket because it can have such a positive impact on someone who values it and it is pretty much free.
It does take time to reflect, make it personal and meaningful. “Good job” does not cut it. Sharing specifically why something was good work, what it meant to you (the team, the enterprise) and why the contribution matters will make it powerful. Writing it down helps you fine tune it. The return on investment is worth it.
Moira Clarke founded Leadership Consulting Partners 18 years ago to help companies advance their leadership and people systems. If you are reading this to the end, and you find value, please say so and share with others on LinkedIn and Twitter.
Welcome to Moira's blog. I write a (mostly) monthly post about the work of building better work places: people strategies, systems, teams and leaders.