Recognize and Reward the Right Behaviors

Recognize and reward appropriate efforts and behaviors.

Practitioners: tactical, integrative, and strategic

This seems obvious but challenging the way it is presented. Obvious because acknowledging appropriate effort and behavior should come naturally. We must learn to recognize and reward the right behaviors.

I will often lead this concept with a simple question; how many of you have been acknowledged by your manager for your work? Almost everyone in the room will raise their hand. “How did that feel?” Everyone who had raised their hand expresses positive feeling with either their words, body language, or facial expressions. “How energizing was that to you? How motivating?” One of the simplest and most effective methods for raising performance is through this simple action.

The presentation here is challenging, I think, because there are tactical participants that believe they contribute to this. I would agree. What the tactical practitioner lacks, that the integrative and strategic practitioner possesses, is authority. Here again, let’s tread cautiously. Authority to reward appropriate effort and behavior. The tactical practitioner is often given temporary and limited authority. They can and should recognize effort and behavior. They rarely are given the authority to reward.

The impact of reward associated with recognition is a cultural differentiator. If raises and promotions are disbursed based on appropriate effort and behavior the organization will come to recognize this pattern and change their posture. If rewards are given for other reasons, affiliation, or heroics, for example, then organizational posture follows there as well.

Recognize and Reward the Right Behaviors

Such a simple idea carries significant ramifications. This behavior will come naturally to a leader if respect for every individual is present in their leadership presence. The more leaders that demonstrate this value the stronger this presence grows in the organization. If it is inconsistent, it won’t take root.

Therein lies the challenge. Are we, as a leadership group, committed to this value and hence this cultural characteristic? Are we responding to appropriate effort and behavior in the right way? Have we standardized this process of both recognition and reward? Do we have standards to evaluate performance? Do we have standards to evaluate candidates? Many would say, yes, we certainly do. Are they creating the effort and behavior you want?