Employee Recognition & Relationships by @I_Consistency
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The relationship between a manager and an employee can make for a great work environment. A manager that uses recognition and gratitude can help an employee become more confident, increase social value, and is more likely to help others. Recognition and relationships help build a culture that is collaborative, problem-solving, and cohesive.
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Employee Recognition & Relationships by @I_Consistency
- 1. Recognition & Relationships: The Crossroads for Culture Internal Consistency HR.com: Rewards and Recognition
- 2. About Internal Consistency • Applying psychology at work to make work a better place. • Evidence-based Practice • Philosophies: – Create the culture employees crave – Individuals and systems work together InternalConsistency.com 2
- 3. Agenda • Culture: Sum of all interactions and behavior • Leadership: Influencing via relationships • Relationship: Quality of interactions • Recognition & Gratitude: Motivating interactions • Behaviors leading to strong culture: – Organizational citizenship – Prosocial InternalConsistency.com 3
- 5. Culture Sum of all interactions. More interactions, More collaborations, More knowledge sharing, More development, More motivation, Stronger culture. 5
- 6. Who’s culture is it? • Top down, bottom up, or inside out? • Top down – Example behavior • Bottom up – Unspoken norms • Inside out – Manager-Follower relationship InternalConsistency.com 6
- 7. Culture Management • Proactive culture management requires intentional time and focus to align every player’s plan, decision and action to your desired work environment. InternalConsistency.com 7
- 8. Culture-Leadership Connection • Effective leadership — especially effective day-to-day management practices — is the key to create a high-engagement, high- performance work environment that wows customers and creates superior financial performance. • Focus on daily practices. InternalConsistency.com 8
- 9. Channels of Influence • Communication – Promote or Prevent? • Behavior – Example (to model after) – Reinforced • Keep doing or stop doing? InternalConsistency.com 9
- 10. Importance of Front Line Mgrs InternalConsistency.com 10
- 11. It takes all kinds • Great man • Transactional • Trait Approach • Path-Goal • Skills Approach • Servant • Contingency • Participative • Situational • Behavioral InternalConsistency.com 11
- 12. Focus of Leadership Models Characteristics of the leader MGR Sub Sub Sub InternalConsistency.com 12
- 13. New Leadership Approach Focus on what happens between leaders and MGR followers. Sub Sub Sub InternalConsistency.com 13
- 14. Leader-Member Exchange • Leaders and followers evaluate the relationship based on the quality of the interactions. • Positive interactions are reciprocated with positive outcomes. InternalConsistency.com 14
- 15. Leader-Member Exchange 4 Drivers of High quality relationship: 1. Affect: • Mutual liking 2. Loyalty: • Public support for behaviors 3. Contribution: • Achieving tasks toward mutual goals 4. Respect: • Mutual respect for capabilities InternalConsistency.com 15
- 16. Relationships • Managers and Subordinates have trust, are loyal, contribute, and like another demonstrated with frequent interactions. Quality of Relationship • Both refer to the employment contract. Transactional, bare minimum with few interactions. InternalConsistency.com 16
- 17. Reciprocation of needs Followers Needs: Mgr needs: Autonomy, Support, Opp’y Performance, Member to work w/ leader Satisfaction, Commitment InternalConsistency.com 17
- 18. High Quality Relationships • High quality relationships – Expanded responsibilities – More power since they receive more information – Followers are more influential and confident – Receive personal concern from leaders • More frequent interactions=more trust, support. InternalConsistency.com 18
- 19. Low Quality Relationships • Low quality relationships – Formal employment contract – Lesser attention and support from leaders – Followers see treatment as unfair • Less frequent interactions, less trust. InternalConsistency.com 19
- 20. Communication and Behavior InternalConsistency.com 20
- 21. Recognition • Recognition is a communication tool that reinforces performance related behavior. • Raising awareness about recent performance. • Ken Blanchard: “Catch people doing something right” InternalConsistency.com 21
- 22. Creating Alignment • Align recognition to values, competencies, philosophies – Values are the railroad ties – Recognition are the rails • Bonus: Recognize risk taking when mistakes are made InternalConsistency.com 22
- 23. Impact of Recognition • The act of recognizing subordinates’ work – Communicates trust in decision-making – Supports autonomy – Acknowledges contribution – Highlights unique capabilities – Builds rapport and liking – Creates a reciprocal opportunities InternalConsistency.com 23
- 24. How not to… • Obligatory • Sarcastic praise • Mixed with criticism • Select few • Trivial InternalConsistency.com 24
- 25. Example Script • ARC – Action: “Hey, about that thing you did…” – Result: “…it really changed something…” – Consequence: “which translates into” John, your project flowchart for implementations really helped me organize my own projects. I’m much more organized following your flowchart. InternalConsistency.com 25
- 26. Structure • Liked Best/Next time: – “I liked it best when you …” • Recognizing competency in the individual • Reinforces the action – “Next time how can we..” • Demonstrates support from manager • Gives employee responsibility to resolve problems InternalConsistency.com 26
- 27. Organizational Citizenship Behaviors • High quality social exchange motivates subordinates to perform OCB’s • Interaction is reciprocal and relies on degree of exchange – Greater autonomy allows for OCB’s • Outcome: positive social working environment InternalConsistency.com 27
- 28. Organizational Citizenship • Altruism: • Sportsmanship: • Courtesy: • Conscientiousness: InternalConsistency.com 28
- 29. Organizational Citizenship • Performing beyond stated job requirements • Going beyond without expecting rewards – Willingness to work overtime – Helping colleagues – Accepting tasks that are beyond normal requirements InternalConsistency.com 29
- 30. Gratitude, now backed by research! Psychology has been great at studying the abnormalities “Asking what’s wrong?” Now turning to studying when we are optimal “Asking what’s right?” InternalConsistency.com 30
- 31. Pro-Social Behavior • Voluntarily helping another • Offering support, assistance, cooperation • Establish & maintain interpersonal relationships InternalConsistency.com 31
- 32. Role of Gratitude • Removes uncertainty whether helping will be effective • People will withhold if/when they feel uncertain about their ability to help competently and effectively (Grant, 2010) InternalConsistency.com 32
- 33. Communal • Social worth – sense of being valued by others – Feel that their actions matter in other people’s lives – Belongingness • Withhold because of uncertainty whether help will be valued. InternalConsistency.com 33
- 34. Agency • Positive feedback that the helper has succeed in helping and can benefit others. • More willing to help others because they feel their efforts will increase odds of genuinely helping others. InternalConsistency.com 34
- 35. Gratitude- Returning the Favor Can you review this? Ok, here’s my feedback. InternalConsistency.com 35
- 36. Gratitude- Returning the Favor Can you review this? Ok, here’s my feedback. Thank you so much! I’m really grateful. Can you review a second? Yeah, sure. Let me help you with that. InternalConsistency.com 36
- 37. Gratitude- Paying it Forward Thank you so much! I’m really grateful. Let me help you with that. InternalConsistency.com 37
- 38. Data Gratitude doubles the likelihood that some one will Extend their assistance/ help them/ give additional help. Returning the Favor and Paying it Forward 70% 60% 66% Likelihood of Helping 50% 40% 55% 30% 20% 32% 25% 10% 0% No Gratitude Gratitude Return the Favor Paying it Forward InternalConsistency.com 38
- 39. Gratitude: What’s at work? • It isn’t • Quid quo pro • “I’m happier now and more likely to help” • What’s REALLY happening is: – “What I’m offering is valuable” • When their social value increases, they are more likely to see their help as competent, when when feeling like their help is seen as effective, the more likely to offer such help. InternalConsistency.com 39
- 40. Gratitude- More than warm fuzzy Thank you so much! I’m really grateful. InternalConsistency.com 40
- 41. Thankful for Gratitude Prosocial Behavior Before and After Gratitude 70 60 63 Gratitude 50 40 41 Control 30 20 Before After Rcving Grat • Prosocial Behaviors are essential for collaborative, high quality relationships. InternalConsistency.com 41
- 42. Taking action: • Organizational Level: – Invest in a framework to facilitate communication and track recognition. • HR Level: – Increase importance of relationships – Share success stories • Individual Manager Level: – Seek new opportunities to recognize performance – Leadership assessment and coaching InternalConsistency.com 42
- 43. Day to day • Start each day with gratitude: – For self: will shape your outlook on the day – For others: start others day on a positive note • Opportunity detective: – Finding mistakes is easy – Look for good in others InternalConsistency.com 43
- 44. Gratitude/Recognizing • What are ways others impact your day-to-day work? • Who helps you most often? • Who helps you least often? • When has someone gone out of their way to help? • What might be under your radar? • What types of assistance do you most appreciate? InternalConsistency.com 44
- 45. Conclusion • Culture is the summation of behaviors – Reinforced and guided by leaders. • Relationships between leaders and followers can be improved – With more frequent positive interactions. • Recognition and gratitude can be used to facilitate such positive interactions. • With more frequent positive interactions, relationships improve resulting newly established norms feeding a positive culture. InternalConsistency.com 45
- 46. Sources • Chiun Lo, M.,Ramayah, T., SweeHui, J. (2006). An investigation of Leader Member Exchange effects on organizational citizenship behavior in Malaysia. Journal of Business and Management, 12, 5-23. • Grant, A., & Gino, F. (2010). A little goes a long way: Explaining why gratitude expressions motivate prosocial behavior. Journal of Personality and Social Psychology, 98, 946-955. • Othman, R., Fang Ee, F., Lay Shi, N. (2010). Understanding dysfunctional Leader- Member Exchange: Antecedents and outcomes. Leadership & Organization Development Journal, 31(4), 337-350. • Sine, H., Nahrgang, J., and Morgeson, F. P. (2009). Understanding why they don’t see eye to eye: Examination of Leader-Member Exchange (LMX) agreement. Journal of Applied Psychology, 94, 1048-1057. • http://www.managementexchange.com/story/culture-eats-strategy InternalConsistency.com 46
- 47. Thank you! Questions? Comments? InternalConsistency.com 47
- 48. Contact Josh@InternalConsistency.com 888-481-4741 Connect InternalConsistency.com 48
Notes de l'éditeur
- I’ll be giving you a lot of information on the slides so you can download them from HR.com and currently up on slideshare. We want to arm you with knowledge so that you can apply it to your work situation, whether you are a VP of Hr, or a manager seeking to become the leader he/she wants to be.When you think of strong cultures, Zappos, or Google, come to mind. They have strong cultures because they intentionally reinforce specific behaviors. They make data driven decisions, which are data from the employees.Leadership isn’t management because leadership is the ability to influence and develop others whereas management is the accountability of tasks. Most leadership models take an approach of average leadership. A developing model looks at the relationship itself. Recognition and Gratitude produce responses that lead to helping of others and reinforced performance. By starting with the big picture, and drilling down into the specific behaviors, we can see how we complex humans work. By recognizing that the culture is a collection of many small things, we can place more emphasis on the small things knowing how they affect the big thing (Enjoying work)
- No matter how far reaching a leader’s vision or how brilliant the strategy, neither will be realized if not supported by an organization’s culture.“Culture Eats Strategy For Breakfast,” a remark attributed to Peter Drucker and popularized in 2006 by Mark Fields, president of Ford Motor Company, where it continues to hang in the companyʼs War Room. As the Leader of Ford, Mark was keenly aware that no matter how far reaching his vision or how brilliant his strategy, neither would be realized if not supported by the culture. Realizing that culture is an outgrowth of leadership and could be changed, culture became job # 1 for Mark. He was aware He knew that culture was the sum total of what people at Ford believed and valued and that together they would shape their norms ofbehavior and ultimately determine how things got done. (http://www.relationaldynamicsinstitute.com/?p=48)
- Since culture is a sum or all these interactions, we need to look at what goes on in each one of these arrows. And how can more arrows be created? How can we promote the arrows that lead to happy productive employees?
- JonathanBecher: CMO at SAPBefore he he was CMO, took a role in need of a turn-around. Urged to take top-down control. Employees looked to him to make all decisions. It seemed that he “needed” to make all the decisions. He didn’t change any strategy, objectives, or metrics. Instead he focused on culture. Biggest shift was sending the message that making a mistake was ok.
- http://smartblogs.com/leadership/2012/09/11/secure-desired-culture-do-not-dont-messages/“A healthy culture allows us to produce something with each other, not in spite of each other. That is how a group of people generates something much bigger than the sum of the individuals involved.”--Nilofer MerchantHarvard Business Review corporate director and founder &former CEO of Rubicon Consulting, said, “Culture trumps strategy, every time.”Part of that culture is the accumulated beliefs, values and behaviors that develop in an organization. Transistion line: The way managers go about their leadership drives the behavior that becomes the culture. Let’s take a look at leadership…
- research looked into the connections among leadership, employee work passion, customer devotion and organizational success and vitality.
- Think of this as the pen and the sword. Which is mightier isn’t the question but how they can be used together to establish new, and desirable behaviors that build a great place to work.Transition line: And what position in the organization is best to influence? That’s right, the front-line or first-line manager.
- HBR, NYT, LINKEDIN.
- http://psychology.about.com/od/leadership/p/leadtheories.htmhttp://managementhelp.org/blogs/leadership/2010/04/21/leadership-theories/http://changingminds.org/disciplines/leadership/theories/leadership_theories.htmhttp://www.mindtools.com/pages/article/leadership-theories.htmhttp://www.leadership-central.com/leadership-theories.html#axzz26aEPhrC3Here’s the most commonly used leadership models and they all have value, well except for the Great Man theory. That one’s a great example of how far we’ve come.
- Those approaches assume the same type of relationship and that the leadership qualities such as providing a vision, or providing intellectual stimulation lead to good leadership.
- Affect: mutual liking that both have for each otherLoyalty: both parties’ public support for each other’s actions/behaviorsContribution: task-related behaviors that each party puts forth for reaching mutual goalsRespect: mutual respect both parties have for each other’s capabilitiesSin,Nahrgang, & Morgeson, 2009)
- Over multiple iterations and interaction, both parties are better able to determine if there is mutual trust, respect and obligation.Meta-analysis
- Each member must provide something, which is valuable by each party; exchange must be balanced.Positive reciprocity: tendency to return or feel obligated to return the favor.(Othman, Fang Se, Lay Shi., 2010)Employees need: materials and social support, informationHigh quality=perception of value being exchanged
- http://www.thoughtleadersllc.com/2012/09/how-to-find-balance-between-leadership-and-management/Management is about controlling tasks and creating order in an environment, while leadership is about influencing and motivating staff. Without structured management and control, a business can snowball into chaos. Management is crucial to the success of every and any business, regardless of the industry or business size.Without successful leadership, employees are not motivated to do any more than the bare minimum – also eventually leading to chaos and disorder. Leadership without management cannot sustain change and make improvements in the now; management without leadership is a goalless endeavor that lacks “the big picture” where businesses remain resilient to change.
- Research performed by Gallup looked at what the manager focused on in conversations with their team member. Employees’ engagement was measured and examined by the focus of discussions with their manager. Those feeling ignored have little to no communication leaving a poor environment hence the high levels of actively disengagedMeanwhile the managers whose conversations focused on the employees strengths had high levels of engagement AND extremely low levels of actively dis engaged. This shows that by focusing on good performance related behavior leads to positive outcomes and that a lack of communication with no behavior to model or reinforce doesn’t inspire it either.
- http://smallbusiness.foxbusiness.com/legal-hr/2012/09/27/in-business-culture-eats-strategy-for-breakfast/Ken Blanchard author of the one-minute manager
- Zappos has 10 core values (ex, Embrace and drive change, Build a positive team and family spirit). Google has them too (ex. Working at google is fun). Having a set of values or competencies is the lattice or rail road ties in which recognition can travel. That alone is a webinar on its own, but worth mentioning.
- Communicates trust in decision-making= Supports autonomyAcknowledges contributionHighlights unique capabilitiesBuilds rapport and likingCreates a reciprocal opportunities
- Obligatory: recipient’s BS radarSarcastic praise: Mixed signals in communication. Makes others question other communications. Mixed with criticism: negates recognition. It should stand alone, otherwise it will condition employees to expect that whenever recogition occurs, bad news will follow.Select few: This is why employee of the month type recognition programs don’t work. When there is 1 winner (or select few), then everyone else is a loser. Creates a divide among the team.Trivial: Similar to the BS radar.
- REAL VOICE; Hey John, you know that flowchart you made for implementation projects… Yeah, well I tried it out with my recent project and it’s really handy. I don’t feel scattered and I’m getting better customer reviews. Thanks.
- These scripts or structures help create the positive interactions that build liking, that highlight the employees’ contribution and demonstrate respect for one’s work. When these positive interactions happen…
- The environment will begin to change. The outcome is a stronger culture. The term Organizational Citizenship refers to the cohesiveness of a group where people reach out to help another, tolerate annoyances for the sake of the team, and perform higher for the sake of the organization.
- Altruism: voluntary assistance with a problemCourtesy: prevention of problems and taking steps to lessen the effects of the problem in the futureSportsmanship: tolerating the irritations that are unavoidableConscientiousness: Big 5 – indicate that a particular is organized, accountable and hardworking.
- Recognition is a great communication technique to help create an environment to reward Organizational Citizenship. Similar to recognition is gratitude. Let’s take a look at what gratitude does to recipients
- Agency & CommunionAgency: Self-efficacyCommunion: Connectedness
- Gratitude is concrete evidence that the helping mattered to the receiver.
- PANAS revealed that they didn’t experience short-lived positive moods. In otherwords they weren’t “happier” if they received gratitude, and they weren’t “sadder” if they didn’t receive gratitude.
- PANAS revealed that they didn’t experience short-lived positive moods. In otherwords they weren’t “happier” if they received gratitude, and they weren’t “sadder” if they didn’t receive gratitude.
- PANAS revealed that they didn’t experience short-lived positive moods. In otherwords they weren’t “happier” if they received gratitude, and they weren’t “sadder” if they didn’t receive gratitude.
- PANAS revealed that they didn’t experience short-lived positive moods. In otherwords they weren’t “happier” if they received gratitude, and they weren’t “sadder” if they didn’t receive gratitude.
- PANAS revealed that they didn’t experience short-lived positive moods. In otherwords they weren’t “happier” if they received gratitude, and they weren’t “sadder” if they didn’t receive gratitude.
- Call center, two groups. Measured one week later after gratitude. This is a count of voluntary fundraising calls made on behalf of a universityTransistion line: Research has shown that soft-touchy-feely things like recognition and gratitude actually produce culture-building behaviors. The quality of interactions between managers and employees is important in determining what the work environment supports. The goal is to create a supportive, collaborative, and trusting environment. What can we do to move toward this?
- I’ve already shared an example script and an example conversational structure. Here are some things at various levels within an organization.