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Leadership coach Peter Bregman tells the story of an employee, "Larry", who left a company after receiving a bonus check. In fact, because of the bonus check. Seems the check was left on Larry's chair by his manager, without further personal connection.
Writing his HBR.org post, 20 seconds to a Better Bonus, Bregman observes:
"Larry hadn't received any meaningful feedback, praise, or supportive communication during the course of the year. He had very little relationship with his manager and only a vague sense of how he was viewed in the organization. When he found the check sitting on his chair, with not as much as a note of thanks for his hard work and dedication, the absence was louder than the presence. His financial needs were met, but his psychological needs were neglected."Bregman uses this story to underscore a very important point about feedback. It's not enough to ensure the employee understands that you value her work, but why. He encourages managers to spend 20 seconds a week, or 20 minutes a year, praising staffers who deserve it. "To work it needs to be personal, specific, clear, and heartfelt," Bregman writes. "You are a valued employee because you..." took initiative on the Johnson account; followed through with customers after we dropped the ball; delivered a creative solution for a thorny problem; boosted team morale when we missed the deadline; questioned my conventional wisdom (and weak) approach. You get the idea. Everyone brings unique strengths to the job. It's your job as manager to make sure those positives are highlighted for the real value they bring. Don't get caught thinking that nothing says love like a fat bonus check. Money helps, but your sincere and regular feedback is more important for the long term happiness of your team. What kind of feedback from your manager do you most crave? (Hug image by Dyanna, CC 2.0)
posted by Sean Silverthorne
February 8, 2010 @ 6:43 am
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