Steps to effective recognition

Recognition creates a positive emotional response and increases self-esteem

Recognition creates a positive emotional response and increases self-esteem

Think about the last time you received recognition from someone:
How were you recognized?
Was it timely?
Did the person tell you specifically what you did right?
Was he or she sincere?
Could the person giving the recognition have done anything to make the experience better?

Now think about the last time you gave someone recognition and pretend that the person you recognized asked themselves the same questions.  How do you think they felt?  What was their experience?  Do they feel you were sincere?  Do they think you could have done a better job?

Author and speaker Michelle Nold describes recognition as “Motivation that creates a positive emotional response and increases self-esteem, inspiring the recipient to repeat the ideal behaviors and actions, resulting in a lasting improvement in performance.”

The first step to effective recognition is: KNOWLEDGE.  You need to understand the enormous benefits of proper recognition, the most effective way to make it happen and the knowledge and honesty to know if you need to improve in this crucial area.

Below are the result to an annul survey given to employees across the United States.

It is important to receive recognition.
97% Agree    3% Disagree

Receiving recognition motivates me to improve my job performance.
90% Agree    10% Disagree

My manager provides ample and effective recognition.
46% Agree    54% Disagree

What type of recognition motivates you the most?
15%  Formal ceremony with upper management
17%  Timely peer recognition
65%  Sincere appreciation from my manager
3%  Other

Managers should participate in recognition training.
85%  Agree    15%  Disagree
These stats should serve as an awakening to the power and need of effective recognition.  Begin to evaluate your organization and your personal leadership.  Are you effective when it comes to recognition?  Could you use a little training in this much needed area?  Do you give recognition the proper time and effort it needs?

If you are willing to admit you could do a better job in this area, you are well on your way to improvement.  Sit down with a pad of paper, discuss it in your next leadership meeting and figure out a way to bring effective recognition to the people of your organization.

Until next time,

Chris Sonksen

Quote for the day:

“You get the best effort from others not by lighting a fire beneath them, but by building a fire within them.”
Bob Nelson


About Chris Sonksen

Chris Sonksen is the founder and Lead Pastor of South Hills Church and has an exceptional ability to inspire both secular and non-secular audiences. Under his leadership, South Hills has experienced phenomenal growth and in just a few short years has grown from a handful of people to nearly 3000 in attendance today. Today South Hills has become a thriving, multi-service and multi-site church. Chris has a magnetic, captivating and humorous style for motivating and inspiring all audiences. As a motivational speaker, he has spoken both nationally and internationally in companies such as Verizon, Securitas and Home Depot, and there is no doubt that by applying his teachings, his audience will improve the quality of their lives! Chris is the author of two books In Search of Higher Ground and Handshake. Chris is the founder of Celera Church Strategy Group an organization with an unwavering commitment to excellence in all things, with the goal to “raise the national average of church attendance,” by equipping church leaders with resources and coaching. Chris brings high-energy focus and a passion for vision and leadership to encourage and equip the local Church. Chris is a native Californian, born in Long Beach and currently resides in Corona with his wife, Laura and their two children, Grace and Aidan.

Posted on August 11, 2009, in Communication, Leadership, recognition, Relationships, Team and tagged , , , , , . Bookmark the permalink. Leave a comment.

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