Recognizing People. Inspiring Greatness.
Tuesday, January 20, 2015
Let’s stop doing the trite and tried and true acts of recognition giving. Get out of the boring recognition ruts and make your next recognition experience a stand out occasion.
Read, ponder, and do the following:
1. The recognition you plan to give has to be a total surprise. When you get recognition right it is the most fun and thrilling thing to do for someone else. Recognition should be a surprise and never expected. Rewards are earned and naturally anticipated. You can make your recognition stand out simply by not letting the cat out of the bag ahead of time. Surprise them!
2. Give recognition from your heart and not from your pocketbook. Recognition is a relationship-based skill. The more positive relationship you have between one person and another the more meaningful recognition will be between you. Not a good relationship? Then the recognition won’t be good either. Share your feelings about what they did using great adjectives to express your recognition to them. Emote recognition!
3. Think how you can make recognition special in some small way. It can seem cliché to say, it’s the little things that count. But, guess what? It is the little things that count. Know your staff inside out from demographic to psychographic details. And then demonstrate your genuine caring by the note card you buy to thank them; or perhaps it is a small, but uniquely personal, item you find as a token of appreciation. Special care!
4. Connect whatever they’ve done to the contribution they’ve made. We all want to make a difference in our work but not many of us actually experience that. If some action or result merits being acknowledged then some contribution has been made by the recognition recipient. They can’t always see what they’ve really done. So tell them. Tell them specifically how their contribution has made a difference to you, a customer, a team or the company. Contribution connection!
5. Deliver recognition in such a way that both of you feel it emotionally. I’m not talking about having a sappy, tears in the eyes experience every time you express appreciation to someone. You have got to be real – be authentic, meaningful and caring for the person being recognized. It’s about respecting them enough to know how they like to be recognized and carrying out those wishes. You will know it when you feel it. Feel it!
Q: How do you make your recognition actions a stand out experience for the recipients?
Thursday, January 15, 2015
Each of us has good days and bad days at work.
And so do those around us.
Make time to stop and observe and take in all that people are really doing throughout your day. Work can be hard sometimes.
Notice the server at a busy fast food counter and address them by their name on their lapel badge; offering to help a colleague struggling to get a project completed on time; acknowledging a nurse dealing with a challenging patient with dementia where your mother might reside; stopping to commend a flight attendant helping a new mother with a first time flight with their infant.
Who else will stop and express acknowledgment for what they are doing if you are the only one seeing them do it. And even if you aren’t the only one seeing what they do you may be the only one who will stop to say something to them.
On a plane today I saw a professional looking woman take out a file folder and pull out a stack of note cards and begin to handwrite many notes to some people she knows.
But does she know how powerful her actions are to the intended recipients of those cards? Probably. That is probably the motivation that keeps her doing what I saw her do. She has likely received feedback along the way.
So I tapped her on the shoulder and commended her for being one of very few people in the world who still writes thank you notes to people.
After she thanked me for my comment, her response was, “I have so much to be thankful for.”
Be mindful of the people around you who need some recognition. Choose to be a giver of recognition to people.
Q: Do you let praiseworthy actions happen around you without saying anything to people or do you stop and acknowledge them?
Published by::Incentive Magazine
How incentive managers can use game mechanics to their advantage.
December 30, 2014
MONTREAL, (December 30, 2014)
HRO Today Magazine has named Rideau CEO Peter Hart as one of its 2014 Superstars Winners in the Providers category for Recognition. This is the seventh time Peter has earned a spot on the annual list of providers, buyers and consultant leaders who excel in the field of human resources, making him the most recognized recognition professional in the history of the annual directory.
Each year, the editors of HRO Today recognize industry leaders who demonstrate forward thinking and transformative actions in the industry. By understanding the power of recognition as a top motivator for performance, Peter Hart has established Rideau as one of the world’s leading employee engagement providers.
“Recognizing people and their contribution to the corporate mission is a critical element in talent management and the success of any company,” said Peter Hart, CEO of Rideau. “We all know this to be true, innately, but managers need help in the form of programs, coaching and ongoing support to develop encouraging work environments and the positive results that come with it.”
In addition to his role at the helm of Rideau’s strategic direction and work with leading companies throughout North America, Peter serves on the boards of Recognition Professionals International and the Incentive Federation and was the founder of IMA’s Recognition Council. He recently co-wrote “People Artistry at Work”, a powerful resource that presents simple principles and tools to help managers engage workers fully, granting them the attention they deserve in a world governed by checklists and multi-tasking. Peter is also an avid painter and proprietor of a renowned art gallery in the Old Port of Montreal.
As North America’s leading source for web-based incentive management solutions, Rideau’s easy-to-use employee recognition and loyalty programs are changing the way companies look at internal relationships. Rideau’s management programs have proven to help companies better service its customers, strengthen credibility and build customer loyalty. The company has active, results-driven partnerships with companies such as RBC, Intel, CA and Liberty Mutual.
For more information, visit www.Rideau.com.
Investing in new equipment can certainly help to capture efficiencies, though the gains could prove transient if you don't also engage the workers whose job it is to fill orders.
Published by::Incentive Magazine
Coaxing out better performance from employees is a manager's most important job. So, why do so many spend more time with spreadsheets than with their subordinates?
Wednesday, October 29, 2014
Do you ever wonder why some employees just don’t feel appreciated for all the great things they are doing?
Perhaps it is because the expressions of recognition they receive are not done without real intent.
You know…we’ve all heard the generic and routine phrases of, “Good job!” or “Well done!” spouted out like automatic speech.
I picked up on this idea of intent the other day when my wife and I gave our car probably the last at home, hand wash of the year. She was spraying the car down before we would suds it up. Innocently (I think!) I got sprayed with some water.
I lovingly shouted out, “Hey! Watch it!”
Equally lovingly but with a broad smile on her face, she replied, “If it was intentional I would have done a better job.”
I caught that wifey wisdom, put down my cloth and wrote her words down in my iPhone Notes.
Think about it: If your recognition giving were intentional it would be received well every single time.
You aim better when intentional. Fortunately, I did not get soaked in the way of the spray, but I sure could have if my wife had aimed directly at me. Recognition needs to be aimed directly at the intended person. Aim specifically at the action performed by stating it sharp and clear.
You plan out what you will say or do. Now I am not saying you can’t be spontaneous. By planning I mean follow a simple formula like identifying the situation observed and describing the positive actions observed; sharing the impact of their actions on others as well as on results; and sincerely thanking them the best way you can.
You plain well think better about recognition. When you go with the intent to be empathetic and thinking how you want to make the recipient of recognition feel, you will be thinking more carefully. Recognition done well requires thought.
You give it with so much more meaning. Recognizing given with intent is naturally more meaningful. Knowing how the person likes to be recognized sparks creative ideas on what you can do to honor and value them.
You want to immerse the other person in the experience. If my wife had “intended” to spray that water at me I would have been soaked for sure. No matter how a person likes to be appreciated make sure you do all you can to immerse them in the positive feelings of gratitude and thanks.
You have to put forth your best effort with giving recognition. Being intentional requires effort and it is hard work. I have never said recognition is easy to do but like anything good and worthwhile in this life the outcome is priceless.
Getting intentional around giving recognition will make all the difference in the world to the people around you. They deserve the very best from you.
Recognition only happens when you’re intentional.
Q: How intentional are you with your recognition giving?
Published by::Incentive Magazine
How to revive your rewards and recognition programs to be truly functional and meaningful.
Published by::Industry Week
It's tough to predict when capital spending budgets will get a boost, leaving floor managers with the uncomfortable task of making do with aging equipment.
Published by::Incentive Magazine
Privacy is once again dominating the headlines amid news of celebrities suffering embarrassing leaks. Keeping secrets can be tough in the always-on, interconnected world in which we live.