In praise of praise... or maybe not
1 min read
A recent study by the Institute of Leadership and Management as reported by Claire Churchard of the CIPD, highlighted how important good managers are to a contented workforce.
31% of respondents highlighted 'better treatment from their employer', 'more praise', and ' a greater sense of being valued' as motivating factors.
However, while 69% of managers believed they always gave feedback to their staff, just 23% of employees agreed. In general, the 'softer' factors mattered more to motivation than factors such as 'cash'.
There are two issues here, the first of which is detailed in the ILM report, namely, that most of us respond to different things. The ILM identifies four 'employee archetypes' for this purpose and argues that each archetype needs a package of response tailored to its aspirations and needs. What now for cafeteria benefits?
The second is the more important and perennial issue – managers make a difference, but they don't always make the difference we want them to. So, when it comes to praise, here's a little rubric to help.
Who to praise – Curiously, not everyone. Pick the person. It may be a result of the 'school of hard knocks' or deeper life experience, but some people really don't like praise. They feel the sweaty, stickiness of embarrassment. Don't put them through it because someone told you it was 'good practice'!
What to praise – Effort first, performance second. There is now good evidence that praising effort drives application and that application leads to improved performance.
More dangerously, only praising performance may reduce effort in favour of 'looking good'.
When to praise – In the moment, close to the event. Don't save it up for the annual performance review. Those who do want the feedback will want it often and they will need it to be relevant.
How to praise – Clearly and concisely. 'This is what I saw or heard; this is how it impacted; how can you do more of it?'
Where to praise – Ideally one-to-one and with discretion. Public accolades may embarrass the recipient in front of a peer group and create the perception of favourites.
Why to praise – Because most people want their boss to take an interest in what they do. Simply being interested, or 'being proximate' as we call it, may be more motivational than praise itself.
A pat on the back at the end of the match is useful but it's the screaming and shouting (the showing of interest) on the training ground that most matters.
