One of the most recent articles I found stated: “82% of employed Americans don’t feel that their supervisors recognize them enough for their contributions.” (Novak, 2016) I don’t care whether this is a “perfect number” or not; it’s an example of how far off we are when acknowledging our people. I say this because, in the last ten years, I have asked seminars (averaging 25 people), “How many of you feel you have been praised enough in the last year?” And in all but a few rare cases, I would see 2–3 hands go up.
We simply don’t do it enough. Period.
When I started teaching Leadership Principles, I would say, “Recognize your people.” Then I realized that wasn’t what I really meant. It wasn’t accurate enough. Praising encompasses so much more, like acknowledgment and specifics.
When you “recognize” someone, you link them to a result. Example: “Donna, thanks for completing that project on time. I appreciated that.” Boom! Done!
You are thankful Donna finished something on time. Awe-inspiring? Not so much. Even though it is better than nothing, thanking someone for finishing their job on time is like thanking them for coming to work!
But, when you “acknowledge” someone, it is all about him or her. Try this: “Donna, thanks for doing such a great job on that last project. You are a gifted writer! Your report was so great and organized that It is now the benchmark for all others to follow. Your ability to work and coordinate with the other divisions in our company helped us finish the entire project ahead of schedule. Well done! And thanks again.”
Can you see that the first “recognition” was about someone completing a job, but the “praise” or “acknowledgment” was all about the person and their capabilities, skills, and talents? It was personal. So, when you are looking to praise someone, praise them as an individual, not just for the job.
The number one rule in praising is: “You can’t praise everyone all the time because if you do, you praise no one.” So, if you can’t be authentic or don’t mean it, then don’t say it. If you are not sincere when you praise someone, they will know it or find it out, and once that happens, you will have another title other than “supervisor.” You will be known as a “hypocrite.” Another word they may use, which is not as nice, is: “liar.” Trying to lead people with either one of those monikers hanging around your neck is tough. So, please, don’t do that. Mean what you say.
If I have said it once, I have said it a million times: “know your people.” This is critical and required if you are going to praise them. If you know them, you will know who they are, how good they are, and what they have done to deserve the praise you are about to give them. Here is an example of a good praise:
You are an Executive Vice President of Human Resources and have been working for your company10 years. The CEO calls you and tells you that a U.S. Senator is coming to visit the headquarters tomorrow at 10 a.m., and you and he are going to show him around for a couple of hours. The CEO asks you to meet the Senator in front of the building when he arrives and bring him to his office. You say, “No problem.” You immediately call your photographer, Stephanie, and ask her to be at your side when the Senator shows up tomorrow morning. She tells you she will be there early. You know Stephanie reasonably well because she has worked as the company photographer and with you for the last seven years.
So, at 9:55 a.m. the next day, you and Stephanie are in front of the headquarters building, and sure enough, the Senator’s limo is right on time. As the Senator steps from the car, you shake his hand, and the photographer is taking pictures. You exchange greetings with him, and the photographer politely arranges a couple of quick pictures as the two of you converse briefly. You finally say, “Senator, I know you don’t have much time, so let’s go up to Mr. Jameson’s office so we can show you some of the great things we are working on.” The photographer catches one more shot, and the three of you walk into the building to catch the elevator up to the CEO’s office. As you approach the elevator and push the button, you say, “Senator, I’d like to introduce you to Stephanie Jones. She has been with us for the last seven years and has been the best photographer we could ever have hoped for. She also won the employee of the year award last year.” They face each other, shake hands, and some quick pleasantries are exchanged between the two. As the elevator door opens up, everyone climbs into the elevator, and up you go.
What do you think Stephanie is thinking right now? How does she feel? When will she ever forget the time she personally met a Senator? Let me give you an idea. She is thinking that her boss knows what she does and appreciates her work. She feels that she really must be good at her job. Her self-esteem is through the roof, and she will never forget this moment. She will be telling her grandchildren about this moment. AND HOW LONG DID THAT PRAISE TAKE??!! 20 seconds? And look what came from it — the results will last a long time.
Not every moment is as magical as meeting a Senator, but there are many more times we can find and use to everyone’s advantage. There are many ways to praise someone, and it doesn’t have to be elaborate with fanfare and fireworks. The simplest comments can make a world of difference to someone.
Another example:
Everyone goes home at night….right?
As the supervisor, when you leave at standard closing time, you always pass Bob’s desk on your way to the exit door. Most nights, you pass him, smile, and say something like, “Have a nice night, Bob.” He says, “You too.” But not this night. This time as you leave, you say the traditional words and continue to walk but stop short and come back to Bob. You ask him if he has a minute, and he says, “Yes.” And you casually but seriously say, “I want you to know I appreciate the work you do here, Bob. Over the last two months, you have done some great work on the three different projects I have given you. Project “X” was done early and exceptionally detailed. The other two, “Y” and “Z,” were done on time and couldn’t have been better. I thought they were written well and perfectly organized. My boss commented on how well both those projects were coordinated and prepared. Bob, your efforts really make a difference in how this office runs, and I appreciate all you do and how well you do it. I want you to know that. Thanks again. Have a nice night.”
So, there you have it. Thirty-five seconds of praise and honest acknowledgment, and you have made Bob’s night, or maybe his month. Was it in front of a crowd? No, but it didn’t need to be. It was heartfelt. It included the four elements you need to praise someone effectively, and you did it because he deserved it. The four elements are: timely, authentic, personal, and specific.
Neat little acronym: “TAPS.”
· Timely: Praise the person soon after the deeds are completed. Sooner is always better than later.
· Authentic: It has to be true. You have to mean it — or don’t say it.
· Personal: Acknowledge the person, their talents, skills, and strengths, and how they contributed to their excellent work.
· Specific: Be detailed about why they are being praised.
Not everyone…
One more thing before I close. Be careful.
Although the percentage is low, some people seriously do not want to be praised in public. They don’t want a fuss made about them. They get embarrassed and feel tremendously uncomfortable, but if you “know your people,” you’ll be aware of this. Regardless, these people do want praise and should be acknowledged, and you can do it in private just as well.
Praising people is a critical leadership skill, and it’s not difficult; it does not need to be lengthy, and as long as you give it when deserved (not just to give it), the praise will have an incredibly positive impact. It shows your employees that you are paying attention to them, appreciate their hard work, and are not just concerned with the bottom line.
Don’t you like it when someone appreciates you and your work? Reverse it.