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Avoid Motivation Madness: Little Rewards and Small Recognition Can Produce Big Payoffs

...very top people – doesn’t motivate employees very effectively.” Entitled “Motivate Without Spending Millions”, the article reports that Globoforce found what really works “are the things you might dismiss as the stuff of kindergarten: small awards, all the time, to almost everyone.” Promotions, bonuses, incentives, recognition programs, celebrations, and daily...

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Personal Recognition and Appreciation is an Inside Job

...They work best in a paternalistic culture where they reinforce traditional management control rather than shared or self-management. Don’t use promotions as a reward. People should only be put into larger leadership roles because they have demonstrated the capacity, vision, values, skills and so on for ever higher levels of...

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Energize or Enervate: Recognition Practices That Turn People Off or On

...lobbing ideas at others to implement. They’re a product of paternalistic cultures where they reinforce traditional management control rather than partnerships. Make promotions a reward. People should only be moved into larger leadership roles because they have the strengths and skills for higher levels of leadership. Using promotions as rewards...

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Recognition Do’s and Don’ts to Inspire and Energize

...They work best in a paternalistic culture where they reinforce traditional management control rather than shared or self-management. Don’t use promotions as a reward. People should only be put into larger leadership roles because they have demonstrated the capacity, vision, values, skills and so on for ever higher levels of...

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Reward and Recognition Pathways and Pitfalls

...as many people as possible. Avoid suggestion systems. They reward people for lobbing ideas at others to implement. They work best in a paternalistic culture where they reinforce traditional management control rather than shared or self-management. Don’t use promotions as a reward. People should only be put into larger leadership...

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Is Your Culture Powering or Souring Your Brand?

Imagine trying to cool your house in the middle of a tropical heat wave when you’ve left all the windows and door wide open. That’s brand management in many companies. Companies spend big dollars on research, marketing, and promotions to attract customers. But poor service experiences don’t match the brand...

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Are You Using All Your Strength?

...to create an organization that combines managerial discipline and market-centric flexibility — without bosses, titles, or promotions.” Here are the key elements of the company’s culture: “No one has a boss. Employees negotiate responsibilities with their peers. Everyone can spend the company’s money. Each individual is responsible for acquiring the...

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Bluster Buster: How to Bring Your Values to Life and Strengthen Your Culture

...experience screens. If your values say anything about empowerment, teamwork, participation, or involvement, get those people who will be the teammates of the new candidate actively involved in the hiring and selection process. If you’re not using your values as key criteria in performance appraisal/management and especially promotions, they’re just...

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Mind the Gap: Are Your Values Rhetoric or Reality?

...Promotions are the clearest indication of whether values are rhetoric or reality. Too often, executive teams declare values of teamwork, safety, customer service, or trust, but then promote techno-managers, who manage by e-mail, rarely sees customers or team members, prioritize production over safety, and “snoopervise.”– simply because he or she...

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“Barriers” Like Age Are Often Self-Created

...with a few promotions. Her biggest complaint is that no one takes her seriously or listens to her and she lacks the authority she needs to get the work done. The people she manages are much older than she is and seem to harbor some resentment at her position. She...

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Bolt-On Programs or Built-In Culture Change

...core values have a high “snicker factor” and little day-to-day use. Vision, mission, values actively guide decisions for strategy, planning, hiring, coaching, recognition, training, promotions, etc. Crisis management to fix the problem or figure out who to blame. Tracing root causes to the bigger systemic issues. Measurements and performance discussions...

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Reader Takes Responsibility for His Choices

...I have received two promotions since May of 2006. I had been in my previous position for 13 years. I now have a different outlook on how to take responsibility and to stop the blame game.” If you’re interested in this topic, here are few more articles for you to...

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Bringing Values to Life

...$300 for any damage claims. Experience has shown that customers are dishonest less than 1% of the time. Promote only those people who are role models for the organization’s values. Promotions are the clearest indication of whether values are lived or simply espoused. All too often, a manager will declare...

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Are you Building or Hallucinating a High-Performance Service Culture?

...must be central to hiring, promotions, performance management, succession planning, HR systems, recognition, and mergers/acquisitions, to transform values from rhetoric to reality. It’s a virtuous circle — better leaders make better cultures, and better cultures make better leaders. The opposite — vicious circle — is also true. Most companies with...

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Heart Restart: Touching the Why (part 7 of 7)

...were using the company’s products and services. Frank reconnected his team with their vision, values, and purpose. He continually referred to them during meetings and planning sessions. He built appreciation, recognition, and celebrations around them. He linked hiring and promotions to them. He even helped the company expand its leadership...

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That Empower Word Again

...who will be the teammates of the new candidate actively involved in the hiring and selection process. If we’re not using our values as key criteria in performance appraisal/management and especially promotions, they’re just bumper stickers. For example, far too many managers talk eloquently about teamwork or partnerships, customers, and...

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Is Your Culture by Default or by Design?

...just words from above or do they vibrantly live in all key people decisions like hiring, promotions/succession planning, recognition/appreciation/celebration practices, and tough actions like discipline or letting someone go? Departmental or division managers can shape their culture (leading), sit back and wait for direction from above (following), or throw up...

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It’s What Many Leaders Don’t Do That Make Them Uninspiring

Derek is the head of a large division. He’s technically brilliant, a great strategic thinker, with strong analytical skills, and tremendous drive for delivering results. Derek’s impressive track record garners respect. He’s fairly personable and most people like him. These are the reasons he’s had a series of promotions and...

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Trusted Leaders Build High-Trust Cultures

...the bedrock of culture. It’s very clear they’re either so much hot air and gas or rock-solid reality in hiring, promotions, performance management, succession planning, HR systems, recognition, and similar people decisions and processes. It’s a virtuous circle — better leaders make better cultures, and better cultures make better leaders....

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Pathways and Pitfalls to Living Organizational Values

...who will be the teammates of the new candidate actively involved in the hiring and selection process. If we’re not using our values as key criteria in performance appraisal/management and especially promotions, they’re just bumper stickers. For example, far too many managers talk eloquently about teamwork or partnerships, customers, and...

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