| According to The Gallup Organization there are 22 | | | | meaning it is easy to do and can earn extensive |
| million disengaged employees that cost the | | | | goodwill. Call the employee to your office and just |
| American economy up to $350 billion per year in | | | | say thanks for a specific thing they've done. |
| lost productivity, including absence, illness, and | | | | Nothing else should be the topic of the |
| other problems that result when workers feel | | | | conversation. |
| unappreciated. Ninety percent of voluntary | | | | 5. Post a Note. Write a quick thank you on a |
| resignations are due in part or initiated because | | | | Post-It or other informal piece of paper and leave |
| the employee feels under appreciated by their | | | | it on the employee's chair or on their desk. Be |
| manager. What a waste! Recognizing employees | | | | sure to write it in your own handwriting and be |
| for their unique contributions is easy and doesn't | | | | specific about what the employee did to receive |
| have to cost a penny. In these challenging | | | | your recognition. |
| economic times, we need to look for ways to let | | | | 6. It's in the Name. When an employee creates a |
| employees know that they are valued more than | | | | new form, process, approach, or other creative |
| ever. Here are ten ideas to try: | | | | idea, name it after them. At staff meetings, in |
| 1. Invite an employee to join you. You can | | | | emails, and casual discussion, refer to the |
| convey your value for a team member by | | | | innovation as "Steve's form," "Judy's process," or |
| inviting them to join you at important client | | | | "Jenna's tool." |
| meetings or higher level team meetings. By | | | | 7. You're a Lifesaver. When an employee does |
| exposing them to a new group and new | | | | something that really makes a difference for you |
| discussions, the employee gains a new | | | | or for the team, give them a pack of LifeSavers |
| perspective and you have a chance to show | | | | candies. Make sure you combine the gesture with |
| them off to others. | | | | a note or comment about what the employee did |
| 2. Spend some time together. Good old fashioned | | | | to save your life and why it's important to you. |
| dialogue can go a long way when the | | | | 8. Ring the Bell. When a team member does |
| conversation is with a boss who is busy. Once a | | | | something of note or when a customer |
| week take 15 minutes to chat with an employee | | | | expresses thanks for someone's work, ring a bell |
| you haven't spent much time with lately. Ask | | | | for the whole team to hear. Follow the ring with a |
| open ended questions and show your interest. | | | | quick announcement to the team about the |
| Use their name. Your attention is worth gold. | | | | person's accomplishment. |
| 3. Start a Red Plate routine. Find a plate (or | | | | 9. Ask Them. Meet with each employee |
| basket or bucket) and fill it with something | | | | individually and tell them that they are a valuable |
| yummy. This could be homemade cookies, candy, | | | | part of the team. Ask them what they would like |
| or healthier treats. At a staff meeting, give the | | | | to do in the course of their work that would be |
| plate to the one person who had a great week. | | | | new, different, enriching, and/or exciting. Then, do |
| Tell them publicly why you appreciate what they | | | | what is possible to give the employee an |
| did. Tell them that their job is to watch their | | | | opportunity to pursue this interest. |
| peers over the next week and be prepared to | | | | 10. Listen. We all need to know that what we |
| present the plate, refilled of course, to a | | | | have to say is important to someone. Each day, |
| teammate who excelled that week. The plate will | | | | focus your attention on an employee |
| continue to be passed from team member to | | | | conversation with the sole purpose of just |
| team member and the recognition becomes the | | | | listening to what they have to say. Enter the |
| responsibility of the group and not just the | | | | conversation with curiosity about how they view |
| responsibility of the manager. You can substitute | | | | the world and how that viewpoint can enrich the |
| the red plate for a stuffed animal, a fun trophy, | | | | team. |
| or other item of interest. | | | | Recognition doesn't have to be costly and it can |
| 4. Duh...say thanks. In a recent survey sixty-three | | | | go a long way to establishing a culture that is |
| percent of employees ranked "a pat on the back" | | | | supportive, innovative, and productive. |
| as a meaningful incentive. Saying thank you and | | | | |