Following my Manager Trapdoors: Four Themes to Correct post, I promised to address the relevance of acknowledgement in the workplace. Identifying acknowledgement as a necessity to contentment at work may seem like a no brainer, but it easily falls through the cracks. Let’s look at the importance of acknowledgement, as well as some easy steps to implement acknowledgment into your day.
The days go by, your teams produce work, and life goes on. Do they feel appreciated for their work? This is a question worth asking.
Acknowledgement not only builds trust, it energizes people. Without a trustworthy environment where motivation is fostered, disengagement is painfully relevant. Gallup estimates that U.S. productivity loss, as a result of disengaged employees, is about $500 billion a year. Further, disengaged employees take an average of 4.5 more sick days per year than actively engaged employees. When the Society for Human Resource Management polled participants for the number one reason they leave a job, the answer was a lack of appreciation.
Acknowledgement, Recognition, and Appreciation
Judy Umlas, author of the Power of Acknowledgement identified recognition and acknowledgement as two distinct actions. Recognition is the appreciation of an action. This is the “job well-done” commentary. Thank you for completing a task on time. Think of actions, and their associated result. Conversely, she identifies acknowledgement as the heart-felt appreciation for the person as a whole. This requires a manager to really know their team member. Thank you for being an exceptional listener in that client meeting or I appreciate your natural ability to be genuine. This isn’t the surface-stuff. It’s the underlying behaviors.
Appreciation, on the other hand, can be accomplished by both acknowledgement and recognition. If we are seeing people flock away due to the absence of appreciation, we have many options in correcting the virus.
To that point, any deficiency in acknowledgement, recognition, and appreciation, contributes to disengagement. Gallup has identified the following:
- About 30 percent of currently employed people are actively engaged. This is the type of person we should want to see in our organizations. These individuals work with passion, want to succeed, and are committed to their jobs.
- About 50-52 percent are not engaged employees. They are checked out. Energy is lacking and they do the minimum. (Anyone surprised by this number? Me too.)
- Then, it’s suggested 18 percent are actively disengaged. The negativity is venomous. From irresponsibility, to speed to criticize, and blatant unhappiness, we’ve all seen a person or two in our careers who demonstrate these behaviors.
Steps to Take
As a quick background on just one leadership theory, the behavioral approach focuses on what leaders do rather than who leaders are. The behavioral approach suggests that leaders engage in two primary types of behaviors: task behaviors and relationship behaviors. In my work as a management consultant, I have identified the best leaders are focused slightly more (and sometimes significantly so) on relationship behaviors. Can managers be leaders? Absolutely. But the core definitions differ. (Get some more clarity on the difference here.) The point here is this: relationship-oriented leaders and managers will opt to engage in appreciative behaviors more often than their task-oriented counter parts. Unsure where you fall? I can share a great assessment tool with you for self-exploration.
If you find a team member demonstrating some disengagement traits, try the following.
Acknowledge them (see above for an example!)
Recognize them (see above for an example!)
Listen to them. True listening is a form of acknowledgement. It is validating and truly helps team members feel they are an important part of the team.
Adjust your behaviors; try implementing a practice to recognize each of your employees at least once (everyone can do that!) a week.
Have you done all these things and still no luck? Drop me a line.
Until next time –
Brielle