![]() One of my colleagues in training and development, for instance, has Arranger in her top 5 strengths (based on the Clifton StrengthsFinder assessment tool): ![]() Knowing their strengths enable you to see the value they bring to discussions. The question then falls back to the drawing board: how can we appreciate colleagues at work genuinely?īeing aware of your employee’s / colleague’s / manager’s strengths goes a long way in helping you see their contributions at work. At least two dozen studies have shown that people expecting to receive a reward for completing a task (or for doing it successfully) simply do not perform as well as those who expect nothing… rewards cause people to lose interest in whatever they were rewarded for doing (Kohn, 1994). When the rewards stop, people usually return to the way they acted before the program began. Decades of research on motivation has shown that rewards are rarely successful at producing lasting changes in attitudes or even behaviour. When staff receive incentives for showing appreciation, it raises questions about the sincerity of the person expressing appreciation. Nevertheless, dangling a carrot for people to express sincere appreciation to others is an oxymoron in itself. This shift in mindset not only created more constructive, win-win conversations between her debt-collecting staff and their debtors, it even led to a triple-fold increase in repayment of debts (Sinek, 2009). In her debt collection company, Christina Harbridge gave bonuses to her staff based on the amount of ‘thank you’ cards they sent to debtors. ![]() How can you implement appreciation at work such that it is meaningful for every person? Incentives for Appreciation May Backfire This article is a second part to the rationale for business owners or managers to build a culture of appreciation at the workplace.
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