The Value of Consistent Recognition in the Workplace

Celebrate You

In the beginning of this year, we explored the importance of simply saying, “thank you” to employees on a regular basis.We shared this thought based on Simon Sinek’s book, Leaders Eat Last: “the most successful leaders consistently put aside their own interests to protect employees, actively demonstrate their support for colleagues and employees, and actively listen to employees.”

Doing these things “consistently” is key! Leaders who say thanks as much as possible, and who make recognition a regular, year-round priority create an environment of genuine care. Clearly, we know that recognition is a powerful tool for employee engagement.

Defined as any tangible expression of appreciation for an employee’s demonstration of the organization’s desired behaviors, recognition can be empowering, often propelling people to increasingly higher levels of engagement.

Therefore, we believe that leaders should engage in at least these two broad types of recognition:
1.) Sincere, every-day acknowledgement for “going above and beyond” in daily tasks
2.) Special moments and opportunities that focus on larger accomplishments and significant milestones

Let’s look more closely at our philosophy on recognition:

At Infinis Consulting, we believe that leaders should be out in the operation, away from their desks, on a regular basis. Our long-standing workplace culture already sets the tone and creates the expectation for how employees interact with each other on a daily basis, and recognition happens daily as we acknowledge each other for demonstrating one or more of our Four Keys Basics.

These everyday interactions and small, sincere acts of saying, “thank you” – when consistently delivered – provide the necessary foundation upon which larger, more significant recognition events can occur. For example, to commemorate their excellence of service with the company, leaders present their team members with special-edition pins that attach to their name tags and unique statues that signify reaching these milestone. Leaders often make the presentation of these items into a “special moment” for the team member, personalized to that individual’s desire for public or private recognition.

Ultimately, it’s important to remember that recognition is a powerful tool that can be used to encourage and reinforce your organization’s desired behaviors and great leaders make it a regular, year-round priority. To learn more about how you can increase employee engagement and retain your talent pool, contact us.

How do you recognize and celebrate the contributions your employees make every day?

How to make your organization customer ready

Senior leaders committed to building a superior customer experience will need an achievable plan that can be delivered while carrying on with day-to-day business. Companies that fall short of expectations they’ve set usually fail to bring their people through the change, largely due to two blind spots. First, they push initiatives without understanding the many other tasks people are juggling. Second, the mere prospect of change can be quite unsettling; employees justifiably worry about their own role, resist the change and get distracted from their work.

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Just as devising a winning experience starts with the customer’s priorities, an achievable plan shows empathy for employees—senior leaders put themselves in the performer’s shoes—and assesses the organization’s state of readiness by answering three practical questions:

Which groups are the most critical in order to carry out the required changes? It’s useful to map a matrix showing the importance of the change to each group and the expected effect of the change on them.

How can we equip each group for success? Improvements will come slowly if people have to battle outdated practices and policies. So companies may have to invest in process changes or technologies that will to help their people succeed, as well as hire people with new skills in, say, digital design.

Who can best support and influence the groups? Given that a customer’s experience touches multiple parts of a company—which in turn depends on support from other departments behind the scenes—success hinges on having sponsors of the plan at all levels. This “sponsorship spine” sometimes tracks direct reporting relationships, like a call-center agent, his supervisor, her manager and so on. But it often also includes respected advocates in other units, people who have influence by virtue of their earned authority and reputation.

In many cases, a complete transformation of a customer experience takes place over 18 to 24 months and comprises several phases:

  • Installation of the Net Promoter System, including working out the economics of greater loyalty as part of making a strong case for change, combined with a compelling customer vision.
  • Realization of the intended outcome by using the inner and outer loops and the advocacy of sponsors throughout the organization, while concentrating on the must-win battles.
  • Mastering the discipline of repeatability. In fast-moving markets, the half-life of any customer experience has grown shorter. Successful companies thus develop capabilities to make the experience design process repeatable, either to apply to new products and markets or to adapt to the inevitable shifts in the marketplace. Building a repeatable model allows companies to rapidly adapt to change without succumbing to complexity. The outcome is a customer-centric culture that delivers exceptional experiences, time after time, to create lasting competitive differentiation.