Retail Observer

RETAILOBSERVER.COM SEPTEMBER 2018 44 I went to management boot camp. Seriously, we all dressed alike, had to do push-ups under duress, and took cold showers to wake up at reveille. Oh, all right, it wasn't really like that—it was just this government job I had one time. There were many things I learned as a new manager, but one of the most valuable was in a class I took designed for middle managers. The instructor was a cross between a fire-and-brimstone preacher and Garrison Keillor — author and former host of Public Radio's A Prairie Home Companion — his voice rising and falling as he paced the front of the room. One resonant story I remember him telling was about a great assistant of his, who finally, after months of dedicated work above-and-beyond all sorts of performance standards, and with a demonstrated ability to think of things just before he asked for them, suddenly quit. He was baffled, bamboozled and puzzled. He consulted with his peers, expressing his confusion because he'd done nothing but tell everyone how fabulous she was, how amazing her work was, how superior her analytical skills were. Finally, one wise colleague asked, "Did you tell her?" Uh-oh! Thus, one of his favorite aphorisms to start with new leaders became "recognize, or else!" Sometimes, as leaders, we put recognition or reward for good performance way back on the back burner because we're too busy putting out fires, answering confusing memos, or deliberating over data. We may make the mistake of taking for granted those reliable, competent, and even star performers who are right there, steadily getting the job done and consistently exceeding our expectations. We might say thanks or good job every so often, and that's better than nothing, but not much. Besides, offering recognition for a job well done isn't just about being nice, it's about planting seeds for continuing the good performance you want. In the end, will make your job easier. FOUR PRINCIPLES FOR OFFERING RECOGNITION: 1. Be sincere. Sometimes, when we offer praise and we don't do it often, the other person suspects a set-up. Make sure the praise is something you can sincerely, genuinely identify with and don't tie it to a criticism or a helpful hint. Just say something nice. 2. Be specific. I know, I always say this, but it bears repeating. Be specific! Tell them exactly what they did well or what you appreciate. That way, they can do it again. This reinforces good behavior and good performance. 3. Tell why it's important. Make sure when you do offer specific praise or recognition, you tell them why you liked it. How it helped you, your company, your organization, the team, the community, or even the person himself. 4. Do it now. Yes! Right now! Who needs some recognition? It can be an employee, a peer, even your boss! Feel free to practice on your spouse, kids, or pets. Come on—even dogs appreciate praise when they hear it! (Plus, sometimes you get lots of bonus tail-wagging in response.) Offering specific, positive feedback is a very powerful way to influence someone to recreate the behavior or the performance. Instead of saying, "Good job!" say, "You did a great job on that last report, Joe. It was clear, concise and really helped when I had to make my presentation before the board!" Or instead of saying, "Thanks for your help," say, "I really appreciate your willingness to take that difficult call for me. I was able to finish what I was working on, and during our debrief I learned a few new things about handling a disgruntled customer I hadn't thought about before." It only takes a small investment of time to think about what you want to recognize and how this impacts you and the work. Besides, you have absolutely nothing to lose by offering praise and recognition, and everything to gain! Remember, recognize, or else! RECOGNIZE, OR ELSE! Libby Wagner Culture Coach RO Libby Wagner, author of The Influencing Option: The Art of Building a Profit Culture in Business, works with clients to help them create and sustain Profit Cultures. www.libbywagner.com

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