Leadership Conversations by Alan S. Berson & Richard G. Stieglitz

Author:Alan S. Berson & Richard G. Stieglitz
Language: eng
Format: epub
Publisher: Wiley
Published: 2013-02-03T16:00:00+00:00

Recognize Behaviors as Well as Results

Herman, the procurement director for a Fortune 100 manufacturing firm, coordinated eight procurement managers, who each managed a staff of eight to fifteen people in his or her plant. Earlier in his career, Herman received little recognition and was not seen as a high potential because his priorities were stability at work and time at home with his family. Still, he set high standards for himself and his people and communicated his expectations concisely. Herman was also clear that his top priority was developing others. The managers whom he supervised relied on him for timely feedback that was fair, specific, and useful.

Herman recognized his people as individuals and adapted his approach to their personal goals and needs. If you asked Herman about his people, you would feel the admiration and passion in his response. Among his most significant contributions was that his high potentials were regularly promoted, and they excelled in new positions. Furthermore, the people promoted into their old positions were fully prepared to become managers. Herman was recognized by top leaders in the company for growing high-performing leaders, even though he was unlikely to advance given his family situation. He was given an award as the most effective manager of managers in the company because of his ability to launch his people into successful leadership careers.

Every high potential wants to be recognized in a way that thanks her for her contributions and salutes her effort. Do not make recognition a complicated process—a spontaneous thank you is often as effective as elaborate recognition later. Recognize three things: (1) the result, (2) the person, and (3) the behaviors that produced the result. You may want to recognize a person and a behavior even if the result was not as good as you expected. Recognizing effective behaviors enables all of your people to see how they can be more successful. In addition, behaviors are lasting, whereas a result is a one-time event. Recognition is important not only to those receiving it—it also motivates and inspires the entire team to achieve more.

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