A Lean Journey 
On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.
“The deepest principle in human nature is the craving to be appreciated.” — Mark McCormack
Employee
recognition is a powerful tool to sustain high performance levels in your
employees. It is also a channel through which you communicate to your employees
the kind of actions and attitude you like them to execute. Thus, you establish
the performance patterns that enhance productivity and render you a competitive
edge.
recognition is a powerful tool to sustain high performance levels in your
employees. It is also a channel through which you communicate to your employees
the kind of actions and attitude you like them to execute. Thus, you establish
the performance patterns that enhance productivity and render you a competitive
edge.
It
seems like a simple concept: Make employees feel appreciated, and they will
work harder and be more loyal. But there is often a disconnect between the type
of appreciation employees want and what their managers think they want.
seems like a simple concept: Make employees feel appreciated, and they will
work harder and be more loyal. But there is often a disconnect between the type
of appreciation employees want and what their managers think they want.
Most
managers only practice recognition after the fact – which is rewarding people
for achievements. Rewards are great, however they are only a trade (first you
achieve something and then I reward you for it) and they only cause short term
motivation (if the rewards stop coming, performance will decrease as well,
because the trade is out of balance).
managers only practice recognition after the fact – which is rewarding people
for achievements. Rewards are great, however they are only a trade (first you
achieve something and then I reward you for it) and they only cause short term
motivation (if the rewards stop coming, performance will decrease as well,
because the trade is out of balance).
But
if you can recognize them before the achievement you can engage them. It makes
them feel heard, valued, involved and important. Recognizing how people like to
be treated; what training, information or tools they need to do their job; what
their ambitions, talents, personality type and motivational drivers are, helps
us to respond to them in a way that brings out the best in them. All this
assures sustainable motivation.
if you can recognize them before the achievement you can engage them. It makes
them feel heard, valued, involved and important. Recognizing how people like to
be treated; what training, information or tools they need to do their job; what
their ambitions, talents, personality type and motivational drivers are, helps
us to respond to them in a way that brings out the best in them. All this
assures sustainable motivation.
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