Appreciating A Job Well Done

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Sent: 12/17/02 11:49 PM

Subject: Appreciating a job well done

Just For Info

An article from New Straits Times, Saturday, December 14, 2002.
by Charisma Mendoza

Lack of appreciation really turns people off at the workplace. This is natural of course as all of us hope to reap certain rewards in return for our work, and if we don't receive them it disheartens and discourages!
Some managers display the attitude: "They are getting paid aren't they, what more do they want?"

They don't seem to notice contributions people make, much less thank them for it. The effect at the workplace is therefore negative and depressing. Yet even the best managers have only so many hours in a working day, so they tend to spend more time with people who are having problems than those who are doing a good job. Unintentionally this results in the best people getting the least attention!

People who feel that their effort are unnoticed, eventually harbour feelings that they are being 'used'. This is not good as they are bound to lead to resentment towards the job, the department, the manager, or the company. Some managers make the mistake in identifying or interpreting this as a 'belligerent' attitude on the part of the employee. Seen in the true light of reality, it is simply the feeling of being exploited by a supervisor with more ego than ethics.

Why wait until people do something wrong before you stop to personally speak to them? Ignoring good work and harping on their mistakes only is a poor way to motivate staff.
You don't have to go around patting the shoulders of everyone to show appreciation. But do take notice of what people do and show that you appreciate it. Strike up conversations with employees and ask them how their work is going, let them know they matter and that they are not being ignored or taken for granted.

When associates finish their task, how often have you been guilty of taking what they have done for granted? If their work was particularly good, have you shown appreciation? If you never bother to mention anything, is it any wonder that they think you never notice? When anyone's performance is exceptional enough to warrant a raise or promotion, "go to the bat" for that person! What better way to acknowledge good than with a tangible reward? It immediately shows people what you consider important and motivates excellence in others too.

Do what needs to be done. Observe closely when you visit offices, factories, and shops where people work. It's noticeable when management is efficient or otherwise, and if proper supervision is in place. When something needs to be done, good managers (whatever their levels) are seen attending to the situation without being told. They know what is within their area, and if they have the authority, they simply go ahead and tackle what needs to be done.

If there is any doubt on authority to act, good managers still take the initiative to point out the problem, suggest action and seek approval from the relevant authority, if it is completely out of their area, they tactfully recommend action to those who have the authority and step aside.
The point here is, if something needs to be done, people with initiative feel a personal responsibility to do what they can to get it started. Others could be just as able, just as willing to work hard, but they don't have the spark, initiative, to start action on their own.

Why do some people hesitate to take responsibility for changing anything, for starting in new directions? There are many possible reasons, one of which is fear for being blamed if a project goes wrong. Another, perhaps more detrimental, is that they simply do not visualize it as a key part of their job. This attitude is particularly so in the actions of many newly promoted managers.

New managers, used to follow directives from their peers suddenly thrust into the position of giving instructions, act just as a communiation link betwen their superiors and subordinates. The big boss tells them what to do and they tell the associates!

Good managers have to be self starters. They anticipate the needs of their jobs and don't expect their supervisors to do their thinking for them. They see what needs doing and implement it without waiting to be told. They accept responsibility for developing new ideas and new methods within the limits of their authority without having to be prodded.

Remember, managers are paid to think and initiate things in the sphere of their managerial activity. Leadership is what the organization, their superiors, their colleagues and everyone else looks to them for. If managers are not doing this, then they are not performing their jobs!