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By Susan Stasiak
Although "you're doing a great job" is better than saying nothing at all, it may not be completely true and may not even be heard. To be more effective, specifically describe what you observe the employee doing and how that affects you, the customer, or the situation. An example might be: "John, I'm very appreciative of your willingness to stay a little later to finish the job. I realize this is a holiday weekend and you want to get a reasonable start on it, but thank you for staying and cleaning up.
Your professional attitude really helps our customers to feel confident they are receiving quality work."
Praise that specifically pinpoints what an employee has done and how it's affected others is empowering. Telling Jane that she's a good listener is probably something she's heard before. But telling Jane how her listening helps you or enhances the team or satisfies the customers uniquely establishes Jane's contribution. It shows the "power" of her contribution without exaggeration and without setting up competition, since it's uniquely Jane's gift.
This technique can be used in reverse. When an employee is not performing as he or she should, specifically identify what he or she is doing and explain its effect on you, the team, or the customer... and ask the employee if they realize how the behavior is impacting them, their career, their stress level, or whatever is of interest to them.
Again, as in selective hiring, recognizing our employees' contributions calls on us as managers to improve our skills and discernment. Managing people is not a natural talent for most of us. In managing our business and our resources, including human resources, we need to increase our abilities to pay attention, to communicate more effectively, and to understand the overall effect or consequences of employees' actions or lack of action. If we're having problems keeping good employees, probably at least 50 percent of the problem is us!
Although there are a multitude of incentives that can be initiated for rewards to employees, the last point I want to emphasize is one with the most impact. Look for ways to build a personal relationship with the employee. Look for ways to stay connected to the whole person you hired. It doesn't mean we have to "get personal" with them. Great coaches recognize the importance of coaching the whole person, not just the basketball forward or guard. Learning who the player is beyond the court is their key for successful relationship building. Once you know who you "coach," then you can endear them to you by giving something of value to them so they may give something of value to you.
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