Sudden or unexplained shifts in your appreciation practices

Sudden or unexplained shifts in your appreciation practices female escort Bend OR

The note is from his manager, acknowledging his anniversary

4. If you haven’t been focused on showing your employees appreciation, don’t overcompensate for it; chances are, they’ll see your efforts as insincere. Instead, let them know that you’re working on developing your gratitude skills as a leader. Take time to ask how they’d like to be recognized. Some may enjoy being thanked publicly, while others will bristle at the idea. The key is to know your employees’ individual preferences.

Making Appreciation Easy and Contagious

The best part of appreciation is that it’s free and doesn’t consume a lot of time. Anyone at any level can offer appreciation. It can be directed toward an employee, a colleague, or a boss. But when leaders get involved in the effort, a culture of appreciation spreads more quickly.

One thing that helps is getting together with other managers to discuss gratitude strategies that have worked well (or haven’t). If you’re a manager, consider partnering with one or more peers to exchange ideas and create accountability for your efforts.

At the end of the day, building a culture of appreciation comes down mostly to a lot of small commonsense practices: Not taking your people for granted. Remembering to say thank-you in a personal and sincere way. Making it clear that you’re interested in your employees’ growth and in them as individuals.

Start by expressing more gratitude to those around you and see what happens. You might be surprised at what a big difference the little things can make.

Most companies run some kind of employee-recognition programs, but often they fall flat, wasting resources. Many become just another box for managers to check or are seen as elite opportunities for a favored few, leaving the rest of the workforce feeling left out. Meanwhile, a lot of individual managers also fail to adequately express appreciation, mistakenly assuming that reports know how they feel or struggling to balance gratitude with developmental feedback. In focus groups and interviews, however, employees reveal that making them feel valued and recognized isn’t all that complicated: It mostly comes down to a lot of small, commonsense practices.

Imagine this scenario: An employee named Rowen arrives at work on his 10-year anniversary and finds a gift card with a sticky note on his desk. Realizing it didn’t even include a thank-you or a congratulations, Rowen rolls his eyes.

While most companies run employee-recognition programs of some sort, all too often they produce reactions like Rowen’s. Instead of giving people a meaningful sense of appreciation, they become just another box for managers to check and are completely disconnected from employees’ accomplishments. Some companies try to make programs more relevant by giving specific awards to individuals who’ve, say, created and led an important new initiative, “embodied” the organization’s values in their behavior, or had a significant impact. Yet that approach has problems too: Awards can be seen as an elite opportunity for a chosen few – and leave the majority of the workforce feeling left out and overlooked.

If managers could make a far broader group of employees feel appreciated, the benefits would be considerable. Adam Grant and Francesca Gino have found that when people experience gratitude from their manager, they’re more productive. Another researcher recently found that teams perform tasks better when their members believe that their colleagues respect and appreciate them.

But in our combined 50-plus years of working to improve organizations, we’ve observed that many managers struggle to make employees feel that their talents and contributions are noticed and valued. To explore this problem, we recently took a deep dive within an organization to see how organizational efforts to show appreciation and gratitude were perceived. In that project we engaged with both employees and managers through focus groups, survey questions, and learning sessions. And what we discovered was that even though bosses feel it’s challenging to show their staff appreciation, the employees think it’s actually pretty simple.

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