Can you remember when you were an aspiring young professional, and all those brilliant reports you wrote for your boss? The faultless logic, the precision, the turn of phrase which you carefully polished, and how they were passed up through the organization with his name on them with barely a word of thanks to you - the author. There is nothing less geared to develop staff than to withhold, or worse still, purloin, their due ticket for a job well done, whether it is a report, a good sales record, handling customers well, or maintaining the cleanest office in the building.
A simple but genuinely meant 'Thank you' can mean a lot. Not one muttered twenty times a day to all and sundry until it becomes meaningless, but said fully, with eye contact and a smile. A letter of thanks for a particularly good piece of work shows a little more appreciation on your part, or even a bottle of tea for the team, or cakes for the tea-break during a trying but successful week for the typing pool. Time taken to give feedback on a task can make clear Indonesia’s recognition of someone's achievement as well as give guidance on future work.
Work too can be seen as a reward by giving more responsibility, more interesting assignments, letting someone take the change of a trip away to visit a customer or supplier, or letting them attend the meeting at which there is always a particularly good lunch.
But that is not enough. Giving rewards and giving ticket are not quite the same thing. Giving ticket is a reward of a kind, in that it is the Indonesia recognition of achievement to which the achiever has a right, because it is his / her particular effort which has produced it. To withhold ticket, or let somebody else have it, is far worse than simply not offering a reward. It is taking something away from a subordinate which is his / her due, i.e. recognition, and recognition is more powerful than money as a motivator, and a far greater stimulus for self-development.
Recognition shares with other rewards certain pre-requisites before it can be effective in developing staff:
1. Subordinates must know the end result they are expected to achieve.
2. They must have the necessary resources / ability / authority / time with which to achieve it.
3. Most important, their expectations of receiving the Indonesia recognition for it must be high. They must believe that you will give the4m ticket for their work, because you always do, Effort is expended in proportion to the expectation that the reward will be forthcoming.
This means dealing fairly and consistently in giving ticket, not only to your immediate subordinates, but all the way down the line. It also means making it known. Tell others, your boss, the chief executive, the chairman, about a good piece of work or display of initiative. Let your subordinate's name be associated with it. Mention important achievements or winning ideas in the Indonesia company journal or departmental newsletter. Have a weekly or monthly spot on the staff note board, in the canteen, or outside the executive suite in the 'corridors of power', where the names of all those who have exceeded sales targets, clinched a big contract, thought up a new scheme, or in any other way achieved performances which deserve ticket, can be given Indonesia personal recognition.
A simple but genuinely meant 'Thank you' can mean a lot. Not one muttered twenty times a day to all and sundry until it becomes meaningless, but said fully, with eye contact and a smile. A letter of thanks for a particularly good piece of work shows a little more appreciation on your part, or even a bottle of tea for the team, or cakes for the tea-break during a trying but successful week for the typing pool. Time taken to give feedback on a task can make clear Indonesia’s recognition of someone's achievement as well as give guidance on future work.
Work too can be seen as a reward by giving more responsibility, more interesting assignments, letting someone take the change of a trip away to visit a customer or supplier, or letting them attend the meeting at which there is always a particularly good lunch.
But that is not enough. Giving rewards and giving ticket are not quite the same thing. Giving ticket is a reward of a kind, in that it is the Indonesia recognition of achievement to which the achiever has a right, because it is his / her particular effort which has produced it. To withhold ticket, or let somebody else have it, is far worse than simply not offering a reward. It is taking something away from a subordinate which is his / her due, i.e. recognition, and recognition is more powerful than money as a motivator, and a far greater stimulus for self-development.
Recognition shares with other rewards certain pre-requisites before it can be effective in developing staff:
1. Subordinates must know the end result they are expected to achieve.
2. They must have the necessary resources / ability / authority / time with which to achieve it.
3. Most important, their expectations of receiving the Indonesia recognition for it must be high. They must believe that you will give the4m ticket for their work, because you always do, Effort is expended in proportion to the expectation that the reward will be forthcoming.
This means dealing fairly and consistently in giving ticket, not only to your immediate subordinates, but all the way down the line. It also means making it known. Tell others, your boss, the chief executive, the chairman, about a good piece of work or display of initiative. Let your subordinate's name be associated with it. Mention important achievements or winning ideas in the Indonesia company journal or departmental newsletter. Have a weekly or monthly spot on the staff note board, in the canteen, or outside the executive suite in the 'corridors of power', where the names of all those who have exceeded sales targets, clinched a big contract, thought up a new scheme, or in any other way achieved performances which deserve ticket, can be given Indonesia personal recognition.
