When discussing the role of recognition and praise, an employee said, “I don’t need recognition. I know when I’ve done a good job. I want my manager to point out my mistakes and show me how to get better.”
While a few individuals may shun recognition and lean into criticism, sincere and regular praise increases team performance and reduces absenteeism.
The Gallup organization reports that only about one in four employees “strongly agree” that they received recognition and praise for doing good work within the past week.
Some organizations use apps for instantly recognizing good work. But my personal research identifies “manager recognition for good performance” as the most powerful tool for communicating appreciation.
Sincere recognition releases endorphins, sometimes called “happy hormones,” which create feelings of well-being and happiness. Thus, individuals become even more passionate about doing good work.
As a nice side effect, less engaged employees become aware that effective managers shower recognition on good work; and they sometimes put forth more effort to earn the boss’s approval.
Some people bask in public recognition; others prefer private ceremonies. Effective managers note the differences among their team members’ and act accordingly.