Carrots and Sticks Don''''t Work- Build a Culture of Employee Engagement with the Principles of RESPECT

Carrots and Sticks Don''''t Work- Build a Culture of Employee Engagement with the Principles of RESPECT

The Workplace “Carrot-on-a-Stick”

“ The only carrots that interest me are the number of carats in a diamond.”

The concept of "carrots and sticks" highlights the use of rewards and punishments as motivational tools, rooted in operant conditioning principles The phrase "carrot-on-a-stick" illustrates this idea, depicting a carrot placed just out of reach to encourage a donkey to move faster In organizational contexts, "carrots" symbolize various incentives provided to employees, aimed at motivating them towards achieving specific goals These incentives can range from simple items like coffee mugs to substantial financial bonuses, with the underlying assumption that employees are genuinely motivated by the rewards offered.

Operant conditioning, developed by B F Skinner, encompasses behavioral strategies aimed at changing behavior through concepts like positive reinforcement, negative reinforcement, and punishment These terms are frequently referenced by HR managers and business leaders to motivate employees, yet they are often misunderstood Positive reinforcement involves consequences that increase the likelihood of a behavior repeating, such as praise, privileges, or rewards In contrast, negative reinforcement entails the removal of an unpleasant stimulus, exemplified by a mother picking up a crying baby, which encourages the behavior in the future While negative reinforcement can be applied in workplace motivation, it is rarely utilized.

Punishment involves negative consequences aimed at reducing the recurrence of undesirable behavior Typical forms of punishment include ignoring the behavior, imposing penalties or fines, and revoking privileges In a workplace context, suspending an employee without pay serves as a method of punishment designed to modify behavior.

For a consequence to be classified as reinforcing or punishing, it must influence the likelihood of a behavior occurring again If it does not affect this probability, it cannot be deemed reinforcement or punishment This distinction highlights that the perception of a consequence varies by individual and context, including who delivers it For instance, if a boss's reprimand for tardiness leads to improved punctuality, it acts as punishment Conversely, if a partner's complaints about being late do not alter behavior, it is merely nagging, not punishment.

Operant conditioning is a powerful tool proven effective through thousands of empirical studies, motivating individuals—including animals, children, and adults—to engage in specific behaviors for rewards My extensive experience in graduate school involved researching and applying these principles to help children with conduct disorders In our daily lives, we unconsciously utilize reinforcement and punishment; for instance, feeding a pet, praising a child, or withholding affection are all examples of operant conditioning in action It's frustrating to see parents and supervisors shy away from understanding behavior modification techniques out of fear of manipulation, yet these strategies are already part of our interactions Gaining insight into these methods could enhance our ability to shape behavior positively.

Operant conditioning principles are not flawed; however, they are ineffective in a business environment that requires critical thinking The issue lies not in traditional reward and recognition programs, but in the misconception that employee productivity can be maximized solely through motivation.

Human productivity cannot be effectively enhanced by applying the same principles used to motivate animals like mice and pigeons Unlike these creatures, humans are intricate beings with diverse thoughts, emotions, attitudes, and skills Our work often involves complex tasks that demand higher-order cognitive abilities such as problem-solving and decision-making Additionally, we collaborate with other multifaceted individuals within intricate organizational structures, emphasizing that we are not merely hamsters on a wheel.

Operant conditioning can effectively motivate individuals to achieve specific objectives; however, the effectiveness of reward and recognition programs rooted in its principles within organizations is questionable Ultimately, the consensus is that such programs should not be implemented.

A Brief History of Human Motivation

For most of human history, motivation was driven by punishment rather than reward, as seen in societies where work was primarily performed by slaves, criminals, and military personnel Before the Industrial Revolution, ineffective workers faced severe consequences, including physical punishment or death It was only with the rise of factories and the need for a large workforce that the dynamics of employee motivation began to shift The modern understanding of workforce motivation has developed significantly in the last century, thanks to research and insights from scientists and business leaders This evolution marks a pivotal change in how we approach employee productivity and motivation today.

As factories and assembly lines grew, a new discipline emerged: scientific management Often considered the father of this move- ment, Frederick Taylor published The Principles of Scientific

In 1911, management innovator Frederick Taylor, influenced by his experiences at Bethlehem Steel, focused on maximizing productivity through meticulous analysis of manufacturing tools, processes, and methods His collaboration with psychologists Frank and Lillian Gilbreth led to the establishment of time and motion studies, which remain fundamental to efficient manufacturing today Notably, Taylor's research highlighted that the work involved was primarily manual labor with minimal cognitive engagement, as he observed in his studies with steel workers.

The author argues that the task of handling pig iron is so basic that an intelligent gorilla could potentially outperform humans in this role However, the complexity and significance of the science behind pig iron handling reveal that even the most suitable individuals for this job cannot fully grasp its principles without assistance from someone with greater education.

Thus, the prevailing thinking was that thinking was not required The focus was strictly on behavior and how to maxi- mize an individual’s output.

Harvard Business School professor Elton Mayo focused on enhancing employee productivity by studying environmental variables and processes From 1927 to 1932, Mayo and his team examined female workers assembling telephone relays at Western Electric Hawthorne Works, manipulating factors like light levels, work schedules, and rest breaks Surprisingly, productivity increased even under poor conditions, leading to the conclusion that the attention from researchers, known as the Hawthorne Effect, was key to this boost Despite controversies surrounding the research, it highlighted the significance of psychological factors in employee motivation and productivity, such as worker autonomy, employee consultation, and the importance of social dynamics in the workplace, including group cohesion and supervisor-employee relationships While Taylor's approach removed the human element from productivity studies, Mayo reintroduced it, emphasizing the role of human factors in the workplace.

B F Skinner revolutionized the science of behavior with his principles of operant conditioning, introduced in his 1938 work, The Behavior of Organisms By employing reinforcement and punishment techniques on lab animals like mice and pigeons, Skinner demonstrated that these methods could effectively motivate human behavior as well His approach aligned seamlessly with scientific management's focus on observable behavior, suggesting that understanding people's thoughts and feelings was unnecessary for explaining actions Consequently, Skinner's contributions marked a significant shift in the study of motivation, emphasizing behavior over human emotion.

Henry Murray’s Exploration in Personality

In 1938, Henry Murray's book, "Explorations in Personality," presented a contrasting view to Skinner's theories by suggesting that human motivation is driven by relationships and professional achievements As the first psychologist to propose a motivation theory centered on higher-order needs, Murray significantly influenced David McClelland's Theory of Needs model He emphasized the relevance of thoughts, feelings, and emotions in understanding human motivation, highlighting the ongoing debate in the field.

In 1943, Abraham Maslow introduced a human-centered model of motivation, challenging Skinner's behaviorism and establishing himself as the father of humanistic psychology His Hierarchy of Needs outlines five levels of human motivation, starting with physiological needs like food and water The second level focuses on safety and security, while the third emphasizes the importance of belonging and social connections, such as friendships and workgroups The fourth level addresses esteem needs related to achievement and respect, and at the pinnacle, the fifth level, Maslow posits that individuals strive for personal growth and fulfillment.

Maslow’s work has stood the test of time In fact, his model readily predicts and explains human behavior during difficult economic times.

Reward and Recognition Programs Don’t Work

problems down the road It’s similar to retailers who advertise

“zero down and no payments for six months.” It sounds good now, but in the end it’s going to cost you a whole lot more

Despite longstanding evidence against the effectiveness of extrinsic rewards in motivating employees, many business leaders and HR professionals remain reluctant to abandon these methods, possibly due to a lack of alternative strategies This chapter aims to present a thorough and persuasive argument against traditional reward and recognition programs, ultimately making their continued use unjustifiable.

A large manufacturing company sought to enhance its employee recognition and rewards program to motivate staff and improve compliance with safety protocols, such as wearing hard hats and using protective gear During my initial visit, I met Tim from the human resources department, who highlighted the ongoing safety violations among employees He expressed that the company had implemented numerous strategies, including extensive safety training, team meetings, signage, loudspeaker announcements, and incentives for accident-free months, yet these efforts had not yielded the desired results.

The company implemented various rewards to promote safety, including giving employees small fans that connected to car cigarette lighters after achieving a month without accidents These fans were well-received, especially during the hot summer months However, a defective fan caused an electrical short in one employee's car, resulting in a fire in the plant's parking lot, though fortunately, no one was injured This incident could have led to a negative headline, highlighting the potential risks associated with safety recognition programs.

After deciding to move away from electrical incentives, the company opted for traditional giveaways like logo-embossed T-shirts, hats, and coffee mugs, which failed to excite employees However, a new reward—a three-pack of tube socks—gained unexpected popularity, with employees eagerly lining up to receive them Tim expressed concern that the incentive program was becoming too effective, as rumors circulated about employees and supervisors concealing minor accidents to maintain the rewards Instances included one employee returning with stitches after supposedly changing a tire and another spending time in the break room with ice on his head for a headache, highlighting the lengths some were going to in order to support their coworkers.

Tim was encouraged by the success of the tube sock program, noting an increase in employee camaraderie and a remarkable three-month period without lost-time accidents, which pleased both the plant manager and corporate However, he harbored concerns about the potential for unreported serious injuries Seeking to enhance the program, Tim inquired about possible adjustments, prompting a discussion on effective strategies for improvement.

Creating a safety program may imply that working safely is optional, which contradicts the company's commitment to employee well-being It’s essential to communicate that safety is the top priority, and noncompliance with safety policies can lead to serious consequences, such as disciplinary actions While some employees may enjoy perks like tube socks, it's crucial to emphasize that safety should never be compromised for comfort Instead, consider offering socks as a separate incentive by placing a barrel outside the office for those who want them, reinforcing that safety policies remain non-negotiable.

Twenty Reasons Why Reward and Recognition Programs Don’t Work

The following points are supported by examples from my client work, emphasizing that the sponsors of these programs are dedicated and compassionate individuals striving to enhance their organizations.

My aim is not to offend or shame anyone using recognition programs; rather, I seek to educate and clarify the reasons behind the failure of these programs.

Reward and recognition programs often fail for the same reasons diets do—they are treated as temporary programs rather than lifestyle changes These programs are typically designed to achieve specific goals within a short timeframe, much like a diet aimed at quick weight loss For instance, my friend Mary frequently tries new diets, resulting in her repeatedly losing and regaining the same fifty pounds However, when I recently saw her looking great and asked about her diet, she replied, "I'm not on a diet." This highlights the key difference: successful change comes from integrating new habits into daily life rather than viewing them as short-term solutions.

Healthy individuals choose nutritious foods as a reflection of their identity, not solely for weight loss or health reasons While it's possible to implement programs that create "yo-yo" motivated employees, the goal should be to cultivate a workforce that is consistently dedicated and motivated, rather than only driven by short-term incentives.

Programs don’t fundamentally change employees’ beliefs or com- mitment to their job; they just change their behavior during the course of the program.

Motivating employees should extend beyond temporary programs or incentives; it should foster a culture of continuous improvement and intrinsic motivation Just as runners often stop once they cross the finish line, employees may lose drive when programs end Organizations risk conditioning their workforce to only perform during structured initiatives, similar to how retail stores encourage shopping only during sales Instead, the focus should be on cultivating a belief that striving for excellence and hard work is valuable in itself, independent of external rewards.

Reward and recognition programs often operate under the assumption that all employees are motivated by the same incentives, much like the notion that a donkey will always want a carrot However, personal experiences reveal that not every donkey, or employee, has the same preferences Organizations frequently misjudge what truly resonates with their workforce, highlighting the importance of understanding individual desires to create effective recognition strategies.

Many companies offer incentives like extra vacation days, but often employees, particularly in the United States, do not utilize these benefits This raises the question: why work for rewards that go unused? For instance, a friend’s workplace gives gas cards to the employee of the month, yet last month’s recipient was a security guard without a car Such rewards can sometimes backfire, leaving employees feeling unappreciated or disconnected from the incentives provided.

Not all rewards are universally motivating; some individuals may intentionally reduce their effort to avoid recognition This often happens in monthly programs where a single winner feels embarrassed by repeated victories Additionally, in environments influenced by peer pressure, winning can be perceived as conforming to management's expectations Moreover, the prospect of promotion can deter employees, particularly if it entails sacrificing overtime or relocating.

So, rewards aren’t always rewarding.

Focusing solely on specific goals, like production or sales numbers, can be detrimental to overall workplace dynamics and performance Rewarding employees individually for achieving targets may create competition that undermines teamwork, trust, and customer service Similarly, prioritizing production often compromises safety and quality Just as concentrating exclusively on bicep workouts at the gym neglects overall health, an organization should strive for a balanced approach that fosters both individual and collective well-being, recognizing that success stems from attention to multiple areas rather than a singular focus.

Reason 4: Programs Focus on the

Employee Engagement

Throughout my years of giving presentations on employee engagement, one memorable event stands out—just days after I proposed to my wife, Karen During this particular presentation, as I was defining the concept of engagement for my audience, a profound realization struck me.

“I’m engaged!” I remembered what a life-changing commitment

Engagement signifies a profound commitment that distinguishes it from dating or cohabitation The term originates from the Old French words "en" and "gage," highlighting its deep-rooted meaning of obligation and promise.

Employee engagement refers to the level of commitment, dedication, and loyalty an individual has toward their organization, supervisor, work, and colleagues When employees are genuinely committed, their motivation becomes secondary, as they are focused on long-term success and contributing to the organization’s goals.

Engagement and motivation, while related, are distinct concepts Engagement embodies a profound sense of commitment, pride, and loyalty that remains stable over time In contrast, motivation is heavily influenced by external factors, particularly the anticipation of rewards, such as financial bonuses for achieving specific goals.

High levels of employee engagement serve as a protective factor against negative environmental influences on motivation Engaged employees remain motivated even in challenging situations, such as limited resources or time constraints, whereas those with low engagement are only motivated under favorable conditions or when pursuing short-term personal rewards While motivated employees focus on completing tasks quickly for personal gain, engaged employees maintain their focus on organizational goals and actively seek opportunities to further the mission In summary, while motivated individuals work hard for personal benefits, engaged employees derive fulfillment from their contributions to the organization.

How Can I Tell the Difference Between a

Motivated Employee and an Engaged Employee?

In a high-pressure environment where employees are racing to meet a deadline for a bonus, motivation can drive hard work, but true engagement shines through when challenges arise When faced with an equipment failure that jeopardizes their goal, the distinction between motivated and engaged employees becomes clear While some may accept defeat with a resigned attitude, others actively seek solutions and remain focused on what can still be achieved This illustrates that engaged employees demonstrate resilience and a commitment to consistent performance, unlike their motivated counterparts, who may only respond to immediate incentives.

The Profile of an Engaged Employee

In a global survey of over one hundred organizations focused on employee engagement, I posed the question, "How can you determine if an employee is engaged?" This inquiry is essential for gaining a deeper understanding of workplace engagement.

Understanding the specific behaviors of engaged employees is essential for creating an effective assessment tool to measure engagement and implement strategies for improvement Participants shared a variety of insights, leading to a compilation of the ten most common indicators of employee engagement.

1 Brings new ideas to work

2 Is passionate and enthusiastic about work

4 Actively seeks to improve self, others, and business

5 Consistently exceeds goals and expectations

6 Is curious and interested; asks questions

7 Encourages and supports team members

8 Is optimistic and positive; smiles

9 Overcomes obstacles and stays focused on tasks; is persistent

10 Is committed to the organization

Highly engaged employees exhibit an ownership mentality, demonstrating commitment to their work beyond job titles They arrive early, stay late, and often take work home, reflecting their dedication These individuals proactively address issues, take pride in their workplace by maintaining cleanliness, and consistently seek ways to enhance business operations and customer satisfaction They respectfully challenge ideas when necessary and treat company resources as if they were their own, ultimately contributing significantly to the organization's success.

Engagement cannot be purchased or demanded; it must be cultivated organically I recall a client who, upon learning about engagement, excitedly insisted that I instruct their employees to become engaged However, fostering genuine engagement is not as simple as issuing commands.

Employee engagement is significantly influenced by their supervisors and the overall organization rather than solely by the employees themselves While not every employee will naturally adopt a business owner mindset, this book will guide you in fostering that perspective within your team Ultimately, the question remains: how engaged are your employees?

Evaluate your employees by assessing their behaviors using this scale: a Never or rarely engage in this behavior (0 points), b Sometimes engage in this behavior (1 point), c Regularly engage in this behavior (2 points), d Always or almost always engage in this behavior (3 points) Compile the results into a coherent paragraph summarizing the findings.

Place the point value of your answer choice on the blank line next to the statement.

1 Employees appear passionate about their work.

2 Employees speak with pride about the organization.

3 Employees demonstrate high levels of discretionary effort.

4 Employees take the initiative to correct mistakes, even if it was outside the scope of their normal responsibilities.

5 Employees regularly offer specific suggestions for improvement.

Your organization is facing a critical issue with employee engagement, as many employees are not performing to their full potential Such low engagement scores suggest that the problem extends beyond a few individuals, indicating that disengagement has become ingrained in the culture of your organization.

While your workforce may show a moderate level of engagement, it's common for some employees to be engaged while others remain disengaged This disparity suggests that you might only be harnessing about 50% of the discretionary effort available from your employees, resulting in a significant loss of potential human capital Such engagement scores indicate that your organization is likely only maintaining the status quo, rather than fostering growth and improvement.

Congratulations on achieving a score between 11-15, indicating a highly engaged workforce! This reflects a departmental or organizational culture that promotes employee involvement, loyalty, and dedication With employees fully committed and exerting significant discretionary effort, your team is well-positioned to achieve organizational goals and objectives This level of engagement not only enhances productivity but also provides your organization with a competitive advantage.

The RESPECT Model: Building a Culture of

As our level of respect grows for an individual, so does our level of engagement And when we lose respect, we disengage

A sense of commitment to a person, team, or organization is challenging to achieve without mutual respect Respect can be gained through various actions, such as substantial volunteer work, overcoming personal challenges, adopting children with special needs, or serving in the armed forces, which draw us closer to those individuals Conversely, respect can be lost when we discover unethical behavior, such as infidelity, gossiping, or taking credit for someone else's work Ultimately, our connections are influenced by the respect we hold for others.

Respect is a timeless and universal concept that spans across cultures and history Civilizations have developed rituals to honor their deities, animals, and the natural world, with cave drawings showcasing early humans' reverence for the creatures that provided for them Indigenous peoples, such as American Indians, exemplify a deep respect for Mother Earth and the wildlife they depend on The significance of respect is so profound that it can lead to conflict, with people willing to fight or even die for it The term "dissed" has emerged in modern language to describe the feeling of being disrespected, highlighting its relevance in contemporary society.

Respect is a fundamental aspect of our interactions, whether at home or in the workplace Engaging with a friend who has a disrespectful teenager can highlight the significance of respect in relationships Similarly, experiencing disrespect in a professional setting can evoke strong reactions, underscoring its importance To cultivate respect, it is essential to understand the behaviors and attitudes that foster mutual regard in our daily interactions.

How Do We Get Respect?

There are two distinct methods for earning respect: one relies on fear and intimidation, where respect is demanded through threats of harm, while the other fosters respect through positive influence and mutual understanding.

Authentic respect is defined by the principle of respecting others simply because it reflects one's character, rather than through manipulation or control This form of respect carries significant power and the capacity to influence, as seen in the examples of leaders like Mahatma Gandhi, Mother Teresa, Martin Luther King Jr., Abraham Lincoln, and Jesus Christ These influential figures inspire devoted followers who are willing to invest immense effort in realizing their leaders' visions, contrasting sharply with tyrannical leaders who lack such respect for their followers In organizational settings, these respected leaders engage both the hearts and minds of those around them Reflect on the leaders you admire most—do you embody that kind of leadership?

Dr Edward Palmer, chair of the psychology department at Davidson College, is at the top of my list of most respected leaders His reputation extends beyond his accomplishments as an academic scholar and teacher; it is his character and integrity that truly earn him respect While he may not be known for physical prowess, a captivating personality, or a fashionable appearance, those who know him well recognize the profound impact he has on his students and colleagues.

At first glance, Ed may seem unremarkable, often going unnoticed in social settings like parties or on the street However, despite his understated presence, he leaves a significant and lasting impact on those he encounters.

Ed exemplifies unparalleled generosity and kindness, always ready to lend a listening ear to anyone in need, be it a student, a parent, or a colleague His office is a safe haven where people feel genuinely understood and cared for Much of his charitable acts remain unseen, as he often helps others discreetly Whether it’s lending his car, offering a spare room, delivering groceries, or treating someone to ice cream at Carolina Cones, Ed’s compassion knows no bounds.

Ed is known for his proactive approach to helping others; he instinctively offers assistance without needing to be asked In recognition of this culture of service, Davidson College's psychology department was honored with the American Psychological Association's inaugural Departmental Award in 2007, which has since been named the Edward Award.

L Palmer Psychology Award, to honor and commemorate “the countless ways in which his life and work have graced others, professionally and personally.”

Ed Palmer exemplifies the qualities of a highly effective leader who inspires loyalty and commitment among his team His character fosters a deep respect and trust, motivating individuals to willingly go above and beyond their job descriptions The true essence of powerful leadership lies in cultivating genuine connections, where followers are driven not by obligation, but by a desire to support someone they believe in This enduring influence is rooted in a lifetime of caring for, respecting, and serving others, demonstrating that real leadership cannot be demanded or coerced.

My education, research, and experience have shown me that effective leaders cultivate highly engaged employees by promoting a culture of respect within their organizations This understanding inspired me to develop and share the RESPECT Model.

The RESPECT Model emphasizes that treating individuals with respect enhances their engagement and effort towards organizational goals Research by Ed Sleebos, Naomi Ellemers, and Dick de Gilder has shown that when people feel respected, they contribute more willingly to their group’s success Conversely, individuals who feel disrespected tend to exert effort primarily for personal gain rather than for the organization's benefit This distinction underscores the importance of respect in fostering genuine employee engagement versus self-motivated behavior, validating the core principles of the RESPECT Model.

An actionable philosophy is a framework of values and beliefs designed to influence daily actions and behaviors A prime example is the Golden Rule, which encourages individuals to treat others as they wish to be treated themselves.

Based on engagement research, the Circle of RESPECT distin- guishes five areas in which employees experience feelings of respect and disrespect.

• Organization—its mission, vision, values, goals, policies, and actions Employees are proud to say, “I work for this organization.”

• Leadership—especially as it concerns their direct supervisor, believing that he or she is competent and ethical, makes good decisions, and treats people fairly.

• Team members—believing that they are competent, cooperative, honest, supportive, and willing to pull their own weight.

• Work—finding it challenging, rewarding, interesting, and as having value to both internal and external customers.

• Individual—feeling respected by the organization, supervisor, and fellow team members.

In the Circle of RESPECT, each area is accompanied by a line where you can note the time in your life when you felt the highest level of respect For instance, if you had significant respect for your colleagues at Davidson College, you would write “Davidson, 1997–2000” next to Team Members.

If you find that your answers align across all five lines, congratulations—it's a rare achievement that likely makes you feel excited and energized about your work You probably take pride in your job and feel that it truly makes a difference, leading to a strong sense of engagement and no desire to leave your organization However, if your current job didn’t top your list, it may indicate that you’ve experienced higher engagement in the past and might be contemplating a career change As you reflect on the Circle of RESPECT, consider the factors and experiences that influenced your responses and the respect you felt in each area The upcoming sections will delve into the key factors that can either enhance or diminish respect in the workplace.

Recognition

Assessing whether your employees are fulfilling their responsibilities effectively is crucial How well do you demonstrate respect for your employees through recognition? Take this quiz to evaluate your performance in acknowledging their contributions.

To evaluate your behavior accurately, please assess each statement using the following scale: a Never or rarely engage in this behavior (0 points), b Sometimes engage in this behavior (1 point), c Regularly engage in this behavior (2 points), or d Always or almost always engage in this behavior After completing this assessment, summarize your results in a cohesive paragraph.

Place the point value of your answer choice on the blank line at the beginning of the statement.

1 I acknowledge and thank at least one person a day for his or her work on a specific task.

2 In the past month, I have thanked every employee in my department for the work that he or she does either in person, over the phone, or with a handwritten note.

3 When I see an employee who is not in my department do a good job, I make sure to let his or her boss know.

4 When one of my employees does a great job,

I request that my boss call to recognize that employee directly.

5 I take time during each team meeting to publicly acknowledge individuals for their recent good work.

Supervisors scoring between 0-5 are significantly undermining their organization's human capital, leading to employees feeling disrespected rather than just unappreciated Consequently, the organization is missing out on the full potential of employee discretionary effort Therefore, enhancing recognition skills should be an urgent focus for improvement.

6-10: Your mediocre recognition score will result in mediocre engagement and performance relative to the potential of your employees Look for more regular opportunities to

“catch employees doing good,” especially those employees who may be average performers and frequently overlooked

It is among the average employees that you have the great- est opportunity to increase the productivity of your depart- ment and organization.

Scores between 11 and 15 indicate that you consistently recognize your employees' contributions, effectively leveraging the human capital within your organization This acknowledgment fosters a sense of respect among employees, leading to increased discretionary effort To further enhance individual performance, focus on shaping specific behaviors through targeted social reinforcement Additionally, provide support and guidance to fellow supervisors to help them improve their skills in employee recognition and engagement.

Recognition plays a crucial role in encouraging desired behaviors within the workplace by increasing the likelihood that those behaviors will be repeated without prompting When employees are acknowledged for their efforts, such as providing exceptional customer service or taking the initiative to train new colleagues, they are more likely to demonstrate those behaviors again in the future This proactive approach is invaluable to businesses, as it fosters a culture of initiative rather than complacency Ultimately, the principle of recognition is straightforward yet powerful: by focusing on and appreciating specific actions, organizations can cultivate a motivated and engaged workforce.

I know of no other strategy in all of management that yields a higher return on investment In my estimate, the ROI is 1:100

Investing just one minute in reinforcing employee behavior can yield a remarkable return of one hundred minutes of proactive initiative For instance, consider a scenario where a manager checks in with their team while out of the office If the manager has consistently acknowledged and recognized their team members, they are likely to hear, “Hey boss, we had a problem, but we took care of it.” Conversely, if the manager has neglected to recognize their employees, the response may be, “Hey boss, we’ve got a problem.” This illustrates the significant impact of employee recognition on team dynamics and problem-solving.

So What if I Don’t Recognize?

Reinforcing behavior through praise significantly increases the likelihood of its recurrence, whether directed at employees, children, or pets However, a lack of reinforcement can diminish future behavior For instance, if an employee stays late to assist with a project and receives no acknowledgment, they may feel unappreciated and be less inclined to help again in the future.

To effectively correct problem behaviors in the workplace, it's essential to focus on positive reinforcement rather than nagging about undesirable actions For instance, if an employee is consistently late, addressing the impact of tardiness on the team and setting clear expectations is important However, if the employee improves but receives no acknowledgment, she may revert to her old habits Supervisors often mistakenly wait until the next infraction to address the issue, which is counterproductive To foster desired behaviors, leaders should emphasize and praise the actions they want to see, rather than dwelling on the negative behaviors they wish to change This approach is crucial for cultivating a proactive and engaged team.

Employees initially arrive eager to engage, but managerial behaviors and decisions can lead even the most dedicated individuals to become disengaged over time While disengagement can occur swiftly, it often develops gradually due to managers who overlook their employees' contributions, leaving them feeling unappreciated and disrespected For instance, consider Peter's experience, which highlights the significant consequences of neglecting to recognize hard work.

Peter was a dedicated and hardworking human resources consultant who consistently exceeded expectations for both his boss and clients His commitment to excellence and willingness to put in extra hours did not go unnoticed, leading to increased business and revenue for his company Overall, Peter's exceptional performance positioned him as a valuable asset in his field.

I met Peter after delivering a presentation on the RESPECT

A model expressed gratitude, stating, “I came here today with a question and you answered it.” He revealed he had been with the same company for several years and, despite initially thriving and feeling satisfied, he has recently experienced growing disengagement and a lack of motivation He admitted, “I haven’t felt as energized as I once did and don’t work as hard anymore.”

I've noticed a significant shift in my feelings towards my work, and I struggled to understand why until today Your conversation made me realize that a lack of respect has contributed to my diminishing motivation Despite my years of dedication to my boss, I have not felt valued in my role.

Despite substantial evidence highlighting the significance of employee recognition, many supervisors and managers still offer numerous excuses for failing to implement it Below are common justifications provided by supervisors for neglecting employee recognition, along with my counterarguments.

Many people often claim, “I don’t have the time,” when it comes to recognizing employees, but this response overlooks the significant impact of praise Acknowledging an employee's hard work typically requires just a few seconds to a minute, such as sending a quick note or email to say, “Tom, great job on that presentation this morning.” Even taking a moment to thank an employee in person can easily fit into a busy schedule, and can be done on the way back from lunch Ultimately, taking the time to express appreciation fosters a positive work environment and reinforces employee morale.

Peter reached out to me soon after our conversation, having chosen to contact one of the numerous clients who had previously offered him a job Upon submitting his resignation, his boss was taken aback, expressing disbelief at Peter's decision and acknowledging his significant contributions to the company This situation highlights how Peter's company lost a valuable employee due to his manager's failure to implement a fundamental aspect of the RESPECT Model: recognizing and appreciating employees for their efforts.

Empowerment

Effective supervisors play a crucial role in fostering an environment that enhances employee development and enables them to make significant contributions to the organization Are you creating a workplace that maximizes your team's potential, or are you inadvertently hindering their progress? Discover your supervisory style by taking the following quiz.

Evaluate your behavior by rating each statement on the following scale: a Never or rarely (0 points), b Sometimes (1 point), c Regularly (2 points), d Always or almost always (3 points) Summarize your results in a coherent paragraph.

Place the point value of your answer choice on the blank line at the beginning of the statement.

1 I regularly ask employees how I can help them be more successful.

2 I delegate as much decision-making responsibility as possible to employees.

3 I insist that employees receive continued training to expand their skills.

4 I actively encourage employees to take educated risks.

5 I ask employees for suggestions on eliminating or changing policies they find restrictive.

Your current management style is perceived as disrespectful and disempowering, leading to disengagement among employees This approach not only stifles their potential but also fosters significant frustration If changes are not made swiftly and dramatically, employees may feel compelled to leave both you and the organization.

To maximize your organization's human capital, it's essential to foster an environment that empowers employees through learning and growth opportunities While you may not actively disempower your team, taking proactive steps to challenge and inspire them will lead to significant improvements and development Creating a supportive atmosphere encourages individuals to enhance their skills and reach their full potential.

Congratulations on adopting a management style that optimizes your organization's human capital by empowering employees to grow and excel Your leadership fosters a sense of trust, allowing team members to make decisions, experiment, and learn from their experiences This approach minimizes restrictive policies and red tape, leading to a workplace where employees feel respected, engaged, and motivated to contribute their best.

Empowered employees possess the necessary training and skills to perform their jobs competently, reducing the likelihood of errors and the need for managerial intervention Their competence leads to increased job satisfaction, resulting in lower turnover rates Consequently, well-trained employees demonstrate higher productivity and efficiency compared to those who feel disempowered in their roles.

Empowering employees enhances their skills, versatility, and overall value to the organization Cross-trained staff offer increased flexibility by being able to support each other across various roles Additionally, empowered employees, who possess greater autonomy and decision-making authority, need less supervision and support from their managers As a result, they contribute significantly to the organization's human capital by being highly skilled while also requiring fewer supervisory resources.

Empowered employees play a crucial role in enhancing organizational processes due to their comprehensive training and access to information, which equips them with a broader perspective Their sense of respect and engagement fosters greater initiative, leading to further improvements in processes, services, and products The unique blend of high skills, independence, and responsibility makes these employees invaluable assets to any organization.

Empowering employees is crucial for team success, yet many remain unempowered due to inadequate training and limited advancement opportunities, leading to high turnover rates To truly empower employees, organizations must provide the necessary training for job success rather than expecting instant high performance Respecting employees involves setting them up for success, while a lack of training shows a disregard for their potential A recent example highlights this issue: a young man named Steven was hired on the spot at a local retailer without proper onboarding and left after an hour, illustrating the consequences of insufficient preparation.

While Steven's case may be an outlier, it highlights a common issue: many employees receive inadequate initial training that fails to equip them for success in their roles Typically, training programs are minimal, leaving employees to navigate their responsibilities with little guidance.

Even if new employees have the technical skills from prior experiences, they may lack the contextual knowledge necessary for their roles in a new organization or industry Investing in comprehensive training for new team members is essential, as it significantly enhances their chances of success The costs associated with training are minimal compared to the potential losses in productivity and the expenses incurred from having to refill the position Therefore, prioritizing effective onboarding and training is crucial for maximizing the value of new hires.

Here are several reasons why you should be constantly grow- ing and developing team members:

• Ongoing training communicates an expectation of continuous improvement as opposed to complacency.

• You demonstrate your trust and respect for employees as you show your confidence in their ability to take on added responsibility.

• As you increase employees’ skills, you increase their value and hence the human capital of your organization.

• As employees are given new and challenging assignments, they become more engaged and invested.

Empowered employees experience lower rates of burnout and boredom, leading to a more engaged workforce Continuous training and development not only strengthen the internal succession pipeline but also offer numerous benefits, such as reduced recruitment costs, improved acceptance among team members, and a better cultural fit This approach minimizes turnover, facilitates smoother transitions, and decreases the need for extensive formal and informal training Additionally, promoting from within fosters greater respect and engagement among employees, demonstrating the organization’s commitment to its current workforce.

Investing in your employees significantly enhances their value and engagement within your organization Employees often express how empowerment has positively impacted their experience, highlighting the importance of fostering a supportive work environment Consider gathering insights from your team to understand their perspectives on empowerment and its role in their professional growth.

Upon my hiring, my boss emphasized his commitment to my success, assuring me that he would provide any necessary tools, training, or resources While I haven't requested much, he has consistently delivered whenever I did This support makes me feel respected and valued, reinforcing my belief that my boss genuinely wants me to thrive in my role.

In my role at a package delivery company, I identified a chance to optimize our routes by adapting to new traffic patterns When I presented this idea to my boss, he was supportive and asked how he could assist I am grateful to work for a leader who values my input and motivates me to implement my suggestions.

Supportive Feedback

when they offer ongoing constructive, encouraging, thoughtful, and sincere feedback every day.

Effective supervisors embody the role of a coach, offering real-time training, mentoring, and feedback to their team members While many successful coaches have excelled as players, the qualities that define them as effective leaders differ significantly from those that contributed to their athletic success Although a strong employment background lends credibility and technical expertise, it does not inherently equip supervisors with the skills necessary to provide specific, actionable, and timely feedback Like skilled coaches, effective supervisors understand how to deliver constructive feedback that enhances team performance Are you ready to assess your coaching abilities? Take the quiz to find out.

SUPPORTIVE FEEDBACK SELFASSESSMENT QUIZ

To evaluate your behavior, consider each statement and rate your engagement using this scale: a Never or rarely (0 points), b Sometimes (1 point), c Regularly (2 points), d Always or almost always (3 points) After assessing your responses, compile the results into a coherent paragraph.

Place the point value of your answer choice on the blank line at the beginning of the statement.

1 I give specific performance feedback to employees on a daily basis.

2 I always provide feedback in a supportive manner, even the most critical.

3 I encourage team members to provide me with regular feedback on my performance and effectiveness.

4 When I am concerned about an employee’s behavior, I provide coaching within twenty- four hours of becoming aware of the problem.

5 I follow up with employees soon after giving corrective feedback to either reinforce the positive changes or provide continued coaching.

Neglecting to provide regular feedback to your employees can lead to a decline in team performance and effectiveness If you find yourself adopting a hands-off approach, it may be time to reassess your role as a supervisor Failing to coach your team not only hinders their improvement but also restricts the overall potential of your organization's human capital To foster a productive work environment, it’s essential to address these issues promptly.

To enhance the overall skills and effectiveness of your team, it's crucial to provide regular supportive feedback to your employees Daily coaching and mentoring are essential for individuals to reach their full potential By elevating your leadership approach, you can significantly boost both the performance and engagement of your team members.

Congratulations on being an active and effective coach who prioritizes the continuous improvement of team members' skills Your commitment not only showcases your respect for their contributions but also adds value to the team If you haven't done so yet, it's essential to highlight the significance of self-assessment and team-based feedback Additionally, consider mentoring other leaders within your organization who may need support in this area.

Ongoing supportive feedback is essential for showing employees that you value their performance and success Just like in a high school athletic practice, where the best players receive the most attention from coaches, employees who are recognized for their skills feel respected and valued Conversely, those who receive little feedback may feel disregarded and disengaged, leading to a lack of motivation By consistently offering constructive feedback, you not only demonstrate respect for your team members but also enhance their engagement and commitment to their roles.

To foster the growth and development of team members, supervisors must excel in delivering daily feedback The effectiveness of any training program hinges on the ability of coaches, teachers, or supervisors to offer constructive feedback during task execution Without this feedback, performance may suffer Ultimately, consistent and supportive feedback enhances team members' skills, thereby increasing their value to the organization.

Ongoing coaching and feedback are significantly more effective for learning and skill acquisition than bulk training sessions For instance, learning to drive a race car is more beneficial in eight thirty-minute sessions rather than one four-hour session This method allows individuals to build their knowledge incrementally and practice skills between sessions, fostering the development of relevant questions for future training Regular feedback from supervisors enables them to understand the strengths and weaknesses of their employees, leading to better talent utilization and informed decisions about assigning additional responsibilities.

Regular feedback to employees demonstrates your active involvement and awareness of any issues that may arise Addressing problems early on is more resource-efficient than allowing them to go unnoticed, making it easier to discuss and rectify behaviors when they are still new This proactive approach not only saves organizational resources but also fosters a culture of continuous improvement Whether in a supervisory role or as a coach, the principle remains the same: provide initial training, allow for practical application, and offer ongoing feedback to enhance performance.

Tom had worked as a plant manager for five years and was just getting ready to receive his first performance review Andrew,

Tom’s boss and the company president, asked me to facilitate

I met with Tom to discuss his self-assessment before our meeting, but unfortunately, Andrew had not completed his evaluation of Tom in advance and was finishing it just as I arrived.

Despite Tom's wait, I requested a brief delay in our meeting to review Andrew's assessment After quickly going through his responses, I expressed my apologies and informed Tom that an unexpected issue had arisen, necessitating a rescheduling of our meeting.

After Tom's departure, I contacted Andrew to clarify whether he intended for Tom to resign, to which he assured me that Tom was one of his top plant managers I informed him that I had canceled the meeting, as it could lead to Tom's exit I highlighted the stark contrast between Tom's overwhelmingly positive self-evaluation and Andrew's largely negative assessment When I questioned Andrew about the harsh review for such a valued employee, he explained that Tom's recent performance numbers had declined, prompting him to issue a wake-up call.

In a conversation with Andrew, I posed the question, “If you hadn’t received a performance review in five years while working for someone, how would you perceive your performance?” He replied, “I would assume I was doing quite well.” This response highlighted a common misconception about feedback and self-assessment in the workplace.

Many organizations should consider eliminating their performance review processes, as both supervisors and employees generally dislike them, indicating a fundamental issue The discomfort stems from a lack of ongoing feedback, which leads to unfair evaluations, such as punishing employees like Tom for a supervisor's shortcomings This can cause employees to disengage and seek employment elsewhere After discussing the situation, I encouraged Andrew to reassess his evaluation, and he reluctantly adjusted some of the lowest scores.

Tom expressed his disappointment to Andrew after reading his performance review, highlighting the lack of respect in not being informed about unmet expectations over five years This situation emphasizes the importance of providing regular feedback to employees to foster improvement and engagement Waiting for formal reviews to deliver critical feedback is ineffective, akin to a football coach withholding performance critiques until the end of the season Supervisors should prioritize ongoing dialogue with their team members to ensure they receive the support needed for their professional growth.

Partnering

add considerable value to their organization Are you such a leader? The following self-assessment will help you answer that question.

Evaluate your partnership efforts by rating each statement on a scale from 0 to 2, where 0 indicates you never or rarely engage in the behavior, 1 means you sometimes engage, 2 signifies regular engagement, and 3 reflects consistent or almost consistent behavior.

Place the point value of your answer choice on the blank line at the beginning of the statement.

1 I give team members authority and responsibility for making most decisions.

2 I openly share financial and big-picture information with employees.

3 I actively share information and resources with other departments.

4 I actively involve employees in hiring decisions.

5 I regularly reach out to internal and external customers for feedback.

A traditional management-employee hierarchy that disregards employees' ideas and abilities can lead to disengagement in the workplace This lack of respect fosters minimal synergy both within your department and across others, ultimately suppressing a sense of partnership Such an environment significantly limits the potential of your team and its members.

6-10: Your behaviors support teamwork but not partnering

Employees experience varying levels of respect and engagement within their roles While some collaboration occurs among team members, interdepartmental cooperation is rare This presents an opportunity to enhance respect for employees and foster deeper engagement through partnership initiatives.

Your leadership style shows significant respect for employees, cultivating strong and effective partnerships This approach leads to high employee engagement, encouraging them to collaborate with both internal and external customers To enhance these positive dynamics, actively seek opportunities to strengthen and expand alliances with team members, other departments, and external partners.

Partnering offers significant advantages by creating synergy through the combination of resources, skills, and abilities, enabling the achievement of otherwise unattainable goals As Stephen Covey highlights in his book "Principle-Centered Leadership," effective leadership involves fostering mutual respect and building a complementary team that maximizes strengths and minimizes weaknesses This focus on individual strengths leads to heightened productivity and enhanced quality of work within the organization Ultimately, successful partnerships can result in increased revenue, reduced production costs, and improved distribution channels.

Partnerships unite team members in pursuit of a shared objective, fostering a collaborative environment where individuals are motivated to excel for the organization's mission rather than personal recognition As Robert Yates aptly stated, “It is amazing what can be accomplished when nobody cares about who gets the credit.” In such partnerships, members prioritize collective goals over individual accolades, cultivating a sense of responsibility and ownership towards each other and the organization This commitment leads to increased pride in their work, ultimately resulting in enhanced quality and performance.

Partners consistently offer each other constructive feedback, driven by mutual respect and a shared commitment to achieving common objectives This dynamic fosters an environment where partners serve as each other’s best coaches, motivating one another to excel As one partner enhances their skills, the overall proficiency of the partnership rises, highlighting the invaluable support of having partners who are genuinely invested in each other’s success.

In a culture of partnering, individuals watch out for one another and assist as needed This kind of support reduces individual stress and leads to greater overall productivity.

The productivity and efficiency of teams managed by supervisors who foster partnership significantly surpass those led by traditional supervisor-employee dynamics With greater autonomy and decision-making power, employees can swiftly address issues without waiting for approval For instance, when an assembly line halts, partnered employees proactively brainstorm solutions, while those under traditional management often pause for direction, despite knowing the necessary actions Additionally, the individuals directly engaged in the work typically possess the best insights for decision-making Relying on supervisors for decisions that employees can competently make not only hinders productivity but also breeds disrespect and disengagement.

To build effective partnerships among team members, supervisors must prioritize teamwork and collaboration, as highlighted by Marvin Weisbord's assertion that "teamwork is the quintessential contradiction of a society grounded in individual achievement." While teamwork is often discussed in both business and sports, it is typically the individual achievers who garner recognition, rather than the supportive team players Therefore, supervisors should emphasize the principle that collective success is paramount, ensuring that employees understand how their contributions align with shared objectives Recognition should be directed towards those who assist their colleagues, reinforcing the value of group efforts over individual accomplishments.

Successful partnering in any organization mirrors effective teamwork, necessitating clearly defined roles, open communication, trust, and a shared mission Supervisors can enhance this partnership by actively seeking employee input, promoting job flexibility, and granting decision-making authority Transparency in sharing organizational financials fosters an egalitarian culture, leading employees to feel respected, empowered, and engaged As a result, employees are more likely to exhibit initiative and discretionary effort, viewing themselves as business partners rather than just employees.

Effective partnerships in the workplace hinge on empowering employees and delivering consistent, supportive feedback Supervisors play a crucial role by committing to their employees' growth through new learning opportunities and challenging tasks By understanding their employees' personal and professional goals, they provide essential guidance, coaching, and mentorship Partnering supervisors foster an environment of trust and collaboration, treating employees as colleagues rather than subordinates, and actively celebrating their achievements to ensure recognition within the organization.

Cross-departmental collaboration allows employees to work together on special projects, maximizing resources and minimizing redundant efforts When departments operate in isolation, the solutions they devise often lack the comprehensive benefits that arise from interdepartmental teamwork By fostering partnerships, organizations can achieve greater synergy and innovation, ultimately leading to more effective problem-solving and enhanced overall performance.

Successful organizations prioritize building collaborative relationships with customers, vendors, and external partners Regular engagement with these stakeholders is essential for uncovering new opportunities and benefits Many organizations overlook the value of treating vendors and customers as business partners, which can lead to enhanced problem-solving, innovative product development, and valuable feedback for improvements Reflecting on my own experiences as both a vendor and a customer, I recognize that I am more committed and engaged with those who regard me as a valued partner in business.

Supervisors and organizations have innumerable avenues to foster internal and external partnerships Below are various real-world examples that I hope will prove useful in furthering your own partnerships.

In moments when we are understaffed, our supervisor steps in to keep operations running smoothly instead of halting production for breaks I truly value a leader who is hands-on and willing to get involved in the work alongside the team.

Every quarter, our company hosts an event called "Trading Places," where employees spend half the day working alongside colleagues from different departments This initiative fosters collaboration and strengthens interdepartmental relationships, making it a highly anticipated and beneficial day for everyone involved.

Expectations

In my experience, I discovered that I was only completing two-thirds of my cleaning tasks during a full shift My supervisor explained that he preferred to start employees off slowly to help them adjust, but I felt this approach was not communicated to me initially After he introduced me to the new areas I needed to clean, I managed to finish all my tasks the very next day with time to spare This taught me that tasks often take the time allocated to them, and employees tend to work towards the goals that are clearly set for them It's crucial for employers to ensure that their expectations are communicated effectively to their team.

Setting challenging goals aligned with the organization's mission is essential for optimizing human resources Supervisors must also ensure that employees' expectations regarding development and advancement opportunities are met If an employee's personal goals are not being fulfilled, even if they meet their supervisor's expectations, it can lead to discouragement and disengagement Assess your effectiveness in developing and managing team members' goals and expectations by taking the following self-assessment.

EXPECTATION MANAGEMENT SELFASSESSMENT QUIZ

Assess your management style by evaluating each statement using this scale: a Never or rarely (0 points), b Sometimes (1 point), c Regularly (2 points), d Always or almost always (3 points).

Place the point value of your answer choice on the blank line at the beginning of the statement.

1 I set expectations and goals in collaboration with my employees.

2 I make sure that goals include measurable outcomes and time frames.

3 I explain the why behind the expectations.

4 When employees fail to meet goals or expectations, I look first at my own behavior to see where I could have let my employee down.

5 I hold employees accountable to meeting their performance goals.

Employees may feel disconnected from their goals and undervalued, leading to potential disengagement This supervisory approach can severely impact the productivity and efficiency of your department It's crucial to enhance your leadership skills promptly to foster a more engaged and motivated workforce.

In addition to the suggestions in this chapter, consider iden- tifying a mentor skilled in this area who could offer advice and guidance toward your development.

Employees exhibit a moderate level of engagement and alignment with their goals, indicating that your ability to collaboratively establish clear expectations and ensure accountability is adequate, leading to satisfactory performance Implementing the strategies outlined in this chapter can greatly enhance your employees' success in achieving their goals and boost their overall engagement.

Your supervisory style plays a crucial role in enabling employees to achieve their goals, fostering a sense of accomplishment and pride It's important to engage your team and encourage them to take ownership of their goal-setting process Promote a culture of accountability among team members to support each other's progress Additionally, consider mentoring supervisors within your organization who may struggle with these aspects of leadership.

Setting clear goals and expectations significantly increases the likelihood of achieving desired outcomes Specific requests lead to better results; for example, if a spouse asks for dinner without clarity, disappointment may follow Accomplishing well-defined goals fosters a sense of achievement, pride, and satisfaction, while also enhancing quality and efficiency Clear objectives minimize the risk of costly rework and ensure that employees stay on track, eliminating confusion and wasted time Just as precise driving instructions guide you without ambiguity, clear task directions enable you to reach your goals effectively.

It is a frustrating and time-wasting experience; giving unclear instructions to your employees has the same impact.

Setting clear expectations with employees enables them to prioritize their work effectively, ensuring that resources are allocated appropriately When supervisors assign multiple tasks without clarifying their importance, it can lead to frustration and inefficiency, as employees may rush critical tasks, negatively affecting overall quality and impacting others waiting for completion To optimize time management and productivity, it is essential to prioritize tasks clearly and provide the necessary tools for successful execution.

Clear expectations are essential for recognizing and rewarding employees who meet or exceed their goals, while also holding those who fall short accountable High-performing employees can feel demoralized when their contributions are not distinguished from those of lower performers Vague directives like "Just do your best" create confusion, making it challenging for employees to understand their responsibilities and for supervisors to evaluate performance fairly In performance management, unclear goals lead to numerous complications.

Setting clear expectations is crucial for enhancing employee satisfaction and engagement Newly hired employees come with specific expectations from their interviews, and when these are clearly communicated and met, it leads to greater job satisfaction Conversely, vague expectations can result in overly optimistic views of performance, leading to disappointment and frustration when employees realize they have not met their supervisor's standards Clear expectations, along with an understanding of their underlying reasons, foster higher engagement levels as employees recognize how their contributions align with the organization's mission and vision Ensuring that expectations align with the overall strategic plan is essential for effective goal-setting.

Supervisors should maintain the belief that employees are motivated to achieve goals and expectations, as most individuals strive to succeed rather than fail When employees fall short, it is often due to miscommunication or lack of resources, not a lack of effort or ability It is essential for leaders to recognize that their employees' failures reflect their own shortcomings in providing support and guidance Ultimately, the responsibility of fostering success lies with the supervisor, and if one attributes failures primarily to the employees, they may not be suited for a leadership role.

Setting clear expectations during the interview process is crucial for both hiring managers and potential employees It is essential to communicate the organization's culture, such as work hours, to avoid misunderstandings Transparency about training, resources, support, and growth opportunities fosters trust and engagement Clearly outlining the challenges and realistic expectations for new hires, such as the level of training and advancement opportunities, helps prevent feelings of disrespect and disengagement Ultimately, clear and transparent expectations lead to higher satisfaction for both employees and managers.

How to Effectively Set Goals and

To achieve maximum effectiveness, goals must be clearly defined, meaningful, challenging, achievable, and time-limited Tying goals to specific data, such as increasing quarterly sales by 5 percent, enhances performance compared to vague targets Clear goals provide focus and foster a sense of accomplishment, while the absence of defined objectives can lead to uncoordinated efforts Collaborating with employees in the goal-setting process not only sharpens focus but also significantly boosts their engagement and commitment to achieving these goals.

Employees need to understand not only the expectations of their tasks but also the underlying reasons behind them This comprehension allows them to see how their work fits into the larger organizational goals, leading to better decision-making, especially in challenging situations For instance, a tragic incident in New Jersey, where horses died from poisoned grain due to improper cleaning between production batches, highlights the critical importance of understanding task relevance The employee responsible for sterilizing the vat overlooked the significance of their role, resulting in dire consequences This example underscores that awareness of why a task matters is crucial to prevent problems before they occur.

Clearly defined goals and expectations are essential for success, and they should be documented with specific criteria For instance, achieving success could mean reducing quality defects by 3.5% by December 1, while adhering to a budget of $10,000 without increasing production costs It's crucial to identify potential barriers such as insufficient training, lack of tools, resource constraints, and the need for buy-in from key stakeholders Engaging relevant personnel—such as shift supervisors, production schedulers, line employees, and maintenance staff—early in the process is vital to prevent future challenges.

Be Specific When Setting Expectations

Consideration

Karen needed transportation from Long Island to Sloan Kettering every Tuesday for twenty-four weeks, requiring her to leave work at noon When she discussed this with her boss, he immediately encouraged her to prioritize her mother's care, assuring her that she could make up the lost hours without any penalty to her vacation or personal time Karen expressed gratitude for having a compassionate boss during such a challenging period, highlighting his support as a testament to his concern for her well-being beyond just her role as an employee.

Employers should prioritize consideration for employees, as it not only reflects ethical values but also enhances employee engagement, commitment, loyalty, and discretionary effort Generosity in the workplace often yields significant returns, as employees are likely to reciprocate such kindness For instance, if Karen's supervisor had been inconsiderate, it could have led to her resignation or decreased engagement Additionally, the positive actions of a manager can create a ripple effect, fostering greater respect and engagement among team members who witness these decisions Ultimately, neglecting employee health and wellness is detrimental to business success.

Being considerate encompasses numerous small daily gestures that significantly impact employee perception To gauge how your employees perceive your level of consideration, consider seeking anonymous feedback from them and your colleagues, as self-assessment can be challenging In the upcoming sections, we will explore effective strategies for demonstrating consideration towards your employees.

Evaluate your behavior by assessing each statement using this scale: a Never or rarely (0 points), b Sometimes (1 point), c Regularly (2 points), d Always or almost always (3 points).

Place the point value of your answer choice on the blank line at the beginning of the statement.

1 I spend time checking in with my employees every day.

2 I reinforce team members when I see them acting considerately.

3 I notice when employees are not themselves and let them know that I am concerned about them.

4 When employees come in sick, I encourage them to go home and take care of themselves.

5 I ask employees specific questions about their family members, such as, “How is your son John doing in soccer?”

Employees perceive you as inconsiderate and uncaring, which negatively impacts their sense of respect and engagement This lack of consideration not only diminishes their overall experience but also threatens the success of your organization Addressing your shortcomings in empathy and consideration is crucial for improving employee morale and organizational effectiveness.

A moderate level of consideration for employees may not actively lead to disengagement, but it also fails to foster engagement Scores in this range can indicate favoritism towards certain employees, potentially undermining team morale To enhance engagement, it’s crucial to demonstrate equal consideration to all employees, not just those who are highly productive or personally favored Identify the specific behaviors that contributed to a lower score and focus on improving in those areas to create a more inclusive work environment.

As a leader, you are perceived as thoughtful and considerate, cultivating loyalty and commitment among your employees Your empathetic approach helps others feel understood and respected To enhance your organization’s leadership, consider mentoring those who may lack these essential skills.

Benefits of Treating Employees with Consideration

Treating employees with consideration significantly enhances their sense of respect and engagement Supervisors who prioritize employee well-being cultivate loyalty, leading to decreased turnover and absenteeism Loyal employees are punctual and actively engaged, which is especially crucial during challenging economic times when organizations rely on committed staff to maintain productivity Furthermore, employee loyalty acts as a safeguard against the risk of losing skilled and trained personnel to competitors.

Loyal employees, much like dedicated sports fans, take pride in their organization, which reflects in their work quality and positive attitude Conversely, employees who feel disconnected may openly criticize their company, potentially damaging its reputation When employees feel valued and respected, they extend that consideration to customers and colleagues alike, fostering a culture of professionalism and enhancing team effectiveness This supportive environment not only boosts morale but also improves customer interactions, ultimately benefiting the organization's overall image.

Involving employees in decision-making before significant changes are made demonstrates that supervisors and organizations value their input, leading to wiser decisions that reflect the realities of the work environment When employees see their ideas implemented, it fosters a greater sense of ownership, enhancing their commitment to the changes This collaborative approach not only facilitates smoother adoption and implementation of decisions but also significantly reduces resistance to change.

Successful change initiatives require consideration for employees, especially during integration projects that involve merging various elements like people and processes Such projects often create uncertainty and fear, leading to resistance and potential sabotage Empathic leaders recognize these emotions and proactively address employees' concerns while ensuring clear and frequent communication throughout the process By considering the impact of their decisions on individuals and acting with empathy, leaders can facilitate smoother and quicker transitions.

Carlos was a hard-nosed, hardworking small business owner who viewed any personal discussions as inappropriate and detracting from productivity.

I explained the importance of empathy and its impact on employee engagement and consequently his company’s profit- ability He responded, “Why should I care if someone’s dog died?”

In interviews with Carlos's employees, a common sentiment emerged: most had a strong dislike for him and actively sought to avoid interactions A particularly poignant account came from Lucy, the company receptionist, who, despite her short tenure, expressed deep frustration She revealed that Carlos passes by her daily without acknowledgment, only speaking to her when he needs something Lucy conveyed her feelings of insignificance, stating that Carlos's wealth and ownership have fostered an air of superiority, leaving her feeling uncared for and indifferent towards him in return.

Consideration goes beyond simple politeness, which requires only an application of learned behaviors in common situations, such as holding a door open and saying “please,” “thank you,” and

Consideration in the workplace is essential and involves thoughtful deliberation Supervisors who build strong relationships with their employees create an environment where concerns can be shared openly When employees feel connected and respected, they are more likely to confide in their supervisors, especially during challenging times This connection not only enhances communication but also positively impacts employee performance and their treatment of others, including company visitors.

Carlos often claimed, "I don’t care if my employees like me, only that they respect me," but respect born from fear is merely submission Instead of having genuine followers, he has individuals who only show up for a paycheck Many leaders, like Carlos, mistakenly believe that employee affection undermines respect; however, the reality is that a lack of respect for employees leads to diminished respect for the leader, the organization, and ultimately the customers Prioritizing mutual respect can significantly reduce personal and professional stress while fostering a more positive workplace environment.

Understanding employee issues is essential for effective intervention Supervisors perceived as indifferent often miss critical insights, limiting their ability to assist their staff To disrupt this cycle, initiate conversations that reflect genuine interest in your employees' professional endeavors and gradually progress to more personal topics.