Public Service Articles in the pursuit of
Recreational Boating Safety
Leadership isn't just about giving orders...
By Wayne Spivak
National Press Corps
United States Coast Guard Auxiliary
Leadership, whether your in charge of a section (for you Army lingo-types, a squad), a ship, a mid-sized company, or even the Red Cross; Leadership is about communicating.
In previous essays I've focused on the need of the leader to convey a vision, communicate the goals and thereby cement an organizational relationship. In this essay, we're going to focus on one of these values. We're going to focus on the value of celebrity, the value of praise and recognition for a job well-done. A leader must exercise these values in order to implore his or her followers onward, from task to milestone and milestone to goal.
Whether you call the values of what we are talking about kudos, or by others terms, such as congratulations, promotions, or raises, what you are talking about is either private or public recognition of a job well done. For some groups of followers, this is the only "payment" they may receive, for others - it's icing on the cake.
Organizations
There are three main types of organizations: military, private industry and volunteer organizations. In the military, well done comes in similar venues as is private industry, and both of these organizations differ only slightly from their volunteer brethren. But it is these small differences, which are just that, differences that can either bind (as in the military) or tear apart the cohesiveness of the organization.
In corporate America , a "well-done" can be a letter in your personnel jacket Whem used in conjunction with job performance for a raise or promotion, it can be an out-right raise, merit payment or promotion, mention in the company newsletter, or other awards.
In the military, it can be a merit promotion, a letter in your file, and a whole slew of medals and awards, for both combat and non-combat missions. There are even some programs which award a cash bonus.
In volunteer organizations, there is neither the concept of a "raise" nor real "promotion" in the traditional sense. There are plum assignments, and some perks that may be metered out to "stars". Many have "elections" of leaders, and some have paid staff. In addition to volunteer satisfaction (psychic income), the main way many volunteers are paid are with both public and private praise, in the form of verbal, written and certificates/award programs.
The praise or recognition can be anything as long as the giver (the leader) makes the recipient feel special.
Not all praise or recognition needs to be done in public displays. Having all recognition done in public is not necessarily a good tactic, as is all praise done in private. In fact, an un-even or poorly planned series of praise can be counter-productive.
When to praise?
People are like puppies, they just love praise. However, just like man's best friend, lavishing praise has diminishing returns, on both the individual as well as the organization. The key (similar to public based budgeting - read Drucker's take on budgeting) is finding the correct balance.
Too much praise and you'll end up with Prima Dona's. Too little, and the vast majority of followers will feel unappreciated, and in the end the leadership and accomplishment of organizational goals will suffer.
Tempering recognition
Praise must be tempered, and fairly metered out to all members of the team. More importantly, it must be accurate.
Nothing sews more discord, which is the antithesis of the reason organizations incorporate reward and recognition programs into their corporate culture, then publicly applauding someone's efforts for tasks they have not performed.
Over recognition
High achievers will obtain more recognition then under-achievers. It is just the logic of recognition. However, there are many levels of success in an organization, and while achievers in high profile positions deserve recognition, a leader must balance the "public" display of these awards.
Let's go back to the core reason for recognition. To spur followers to exceed, increase morale and organizational cohesiveness. It is contra-productive to have a reward system that is perceived by the rank and file as a reward system for the few.
Additionally, having these few receive all the public recognition further skews the relationship between the leadership and the rank and file.
Reality is perception or more properly put, perception is reality. This concept of tempered public recognition vs. private recognition becomes most crucial in the volunteer organization.
Why with volunteers? Because if we were to create a Venn diagram it would show all organizations sharing letters of accomplishment, praise, and awards. Our military organizations would have medals and ribbons, as well as promotions and in some small ways merit increases (pay raises). But, Volunteers aren't paid.
Volunteers and recognition
How can a leader keep the spirits of a volunteer workforce high (using recognition)? By using and applying fairly an award system that recognizes superior achievement.
However, this system must be efficient, quick and free from the politics that are so often at the heart of the volunteer organization. It must also be widely disseminated and supported by the organizational structure.
Efficient
The award process needs to be open and above board. A criterion, nominating procedures and paperwork submittal needs to be easy to comprehend and complete.
Once an application for recognition is submitted, the committee must work quickly.
Speed is a key factor in recognition
Now, back to the dog house, I mean our dog analogy. Praising or scolding a dog hours after it does good or bad does not teach the dog what it is that the dog did to receive the attention. The same holds true for children, or so says some of our leading psychologists.
So, if this is the case, our volunteer needs and wants praise and/or recognition today, not tomorrow. In reality; today conceptually could be weeks, while the tomorrows can be months away.
Leaders want to reward their followers as close as possible after the actions in which the follower excels, not months later. This especially holds true if notification of an award is withheld, until that long off ceremony occurs.
By informing the "winner" of their praise, and of the time of its public presentation, morale is increased for the "winner" twice. The first award is upon notification, the second at/after the ceremony.
Remember the old adage, laughter is infectious! So too is enthusiasm, dedication and sense of purpose.
Why One Minute Praisings Work
Whale Training
Do you think that Sea World went into the ocean, held a rope out of the boat and magically found whales that would jump over it?
Of course not!
They capture a whale, bring it to the pool, then put a rope on the bottom of the pool. The whale swims by it, it gets fed. Then they raise the rope. Whale swims under it, it's not fed; over it and it gets fed. Then they continue raising the rope until it's soon out of the water, and guess what? The whale is jumping out of the water and splashing the first 10 rows of gleefully wet families.
Same thing holds true for humans. We need continuous positive reinforcement (aka praisings) in order to change our behavior -
[ thinkarete Notes onT The One Minute Manager ® - http://www.thinkarete.com/wisdom/works/notes/1417/]
Political freedom
No, were not talking about the Democrats vs. the Republicans. We're talking about a constant of human nature. Politics is part of not only our culture, but every culture. In fact, it was the overriding factor in the creation of the social science of Anthropology, specifically Social Anthropology.
The first Anthropologists were involved in what is today considered Political Anthropology, the study of political systems. The Colonial British used these scholars to help them (the British) to usurp the control of indigenous people in areas of the world they wished to colonize.
By knowing how the political system worked, the British then knew how to control that system. With this knowledge, they could control policy and populations, using fewer troops. Fewer troops meant a lower cost of occupation and more return on the Empire's investment.
We, as a people still devise and develop political systems in organizations. These systems are many times un-official, in the form of cliques or the 'rabbi' mentoring system. These systems are about keeping power, subverting power and moving those in the group to positions of power - more about this in a second. This type of political organization should not be confused with an official, organization mentoring system that is built upon the precepts of diversity, and personal growth.
Cliques are private groups of individuals that collect power and favors as they grow. Not to button-hole all cliques as anti-organizational, but they all share the same elements. Membership is limited to friendships developed and favors that can be exchanged. Patronage is doled out to members of the clique first, then to others, as opposed to the best person for the job.
In an award based consideration system, politics can cause certain groups or individuals to either be favored or be discriminated against. Those who control the award process can make or break an organization.
Summary
Volunteers need recognition, spread out among all levels of the organization to keep the morale of this workforce focused on the mission. They, as in all organizations need to be reminded that they are important to the overall organization.
Recognition; praise; kudos - whether it is privately whispered, or publicly shouted, is an essential ingredient to any organization's success. Without a reward system, all organizations will disintegrate, for without a reward system, those that wish to achieve will cease, and those who no longer achieve will dominate.
Recognition, while it must be measured, needs - in fact, demands that it be given promptly and consistently. Look at your organization's recognition system, and ask yourself the question: Does it meet the needs of the many or the few?
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