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Byline: Cord Cooper
6 Recognizing workers shouldn't be a feel-good exercise. It should improve results, say motivational coaches Adrian Gostick and Chester Elton.
Recognition's often ineffective because it's not targeted, Elton and Gostick say in "A Carrot a Day." To make recognition a motivator, start with a few guidelines.
** Know what you need. Be detailed about the behaviors you want to recognize. What do your clients and your company value? What are the firm's long- and short-term goals? What's your competitive stance in the marketplace? What can each division specifically do to spur production, innovation and growth?
Only when you answer these questions can you put a strong recognition program in place.
** Audit employees' roles. Ask yourself if workers' job descriptions encourage self-motivation. Do they know what's expected of them, and do they have the right tools? Do you give employees the freedom to do their best work? Ensuring workers' success is the best way to ensure yours, the authors note.
** Honor risk takers. Offer a quarterly "risk award" for workers who try new methods -- whether they succeed or fail. Turning workers into risk takers who don't fear failure can help grow a culture of innovation.