Recognition in the plant is a critical element toward creating a cohesive platoon.
So, in the future, several posts will deal with the content.
In this composition, we’ll start with the business case-the” why”-for recognition.
At the end of a recent leadership development program in Denver, Colorado, my head was down as I was packing up my laptop and accouterments. As I looked up, one of the factory actors was approaching. He was one of the mid-level leaders in the association-strong, conclusive, and confident. He asked, “Saul, why do I’ve to give people recognition for doing their job?”
That is a great question. And, it’s a commodity numerous new and tenured directors frequently scuffle with.
My response was that recognition alone is not enough. But when you do all of the foundational effects that leaders are supposed to do-like establishing performance prospects, furnishing performance feedback, creating a terrain of open communication and trust, and working with people at an individual position- also recognition becomes THE element that will make the engagement and commitment you need from your people that nothing different will.
An analogous conception is supported by Gostick and Elton in their book The Carrot Principle. In the HealthStream Research study of people that they used as a base for their book, they verified that when the Basic Four are in place- Thing Setting, Communication, Trust, and Responsibility-recognition becomes an accelerator and operation effectiveness in each characteristic ascensions.
According to How Full is Your Pail, the number one reason people leave their jobs is that they do not feel appreciated. In fact, they say that 65 Americans entered no recognition in the plant last time. And, indeed, worse, bad heads could increase the threat of stroke by 33.
Recognition is important, and leaders should know that it can be an essential tool in motivating and retaining your stylish people, adding productivity, enhancing client fidelity, and perfecting safety records.
The nethermost line is that people want to feel like and know that their benefactions matter. When people know their benefactions matter, they feel part of the association; they feel like they’re working toward typical pretensions; they come married.
On the other hand, when people do not feel like their benefactions count-and, this generally happens when their benefactions go unnoticed-they come biddable. They do what they’ve to do to get by, and that is it.
What type of platoon, association, or culture do you want to make? One that’s full of platoon members who are committed? Or one with platoon members who are biddable?
Stay tuned for Part 2, where we’ll debunk some of the myths around recognition.
Sal Silvester is the author and chairman of5.12 Results (five-twelve) and author of The Ultimate Thing Setting Guide and the forthcoming book Enkindle! The 4 Essential Rules for Arising Leaders.
Working with brigades and leaders is Sal’s passion, and his unique perspective has been nurtured through his experience over the once 19 times as an Army Officer, a superintendent at Accenture, and author of5.12 Results. He has led and managed brigades in the desert of Kuwait, the mountains of Turkey, and in the services of numerous guests on process enhancement, organizational change, and training systems.