Page 143 - Anne Bruce - Building A HIgh Morale Workplace (2002)

Employees Want and Need a Manager Who Cares 123

manager just told me what a good job I did on the Bronson
Report, so I guess she’ll be wanting me to work an extra shift
again this week” or “This afternoon the boss thanked me for

working so hard on the marketing campaign, then immediately
asked me to stay late so we could finish it.”
When managers use praise to manipulate, they lose respect
and credibility when it comes to giving real compliments,

because the employees are always suspecting underlying
motives. When you praise an employee, pay attention to the
reaction, to the person’s expression and words. It’s a good way
to detect how your employees perceive praise coming from
you. If they seem to be “waiting for the other shoe to drop,” as

one employee put it, then you may be guilty of praising with
underlying motives.

Do It Now!

Praise is best when it comes immediately. When you notice that
an employee has done an outstanding job or you find out about
an exceptional effort, that’s the time for praise. Never withhold
your praise just because you’re waiting for bigger and better

accomplishments. Saving recognition and praise for the big
wins isn’t what boosts employee morale; it’s getting noticed for
the constant small wins along the way that keeps people up and
wanting to do their best.

Don’t Hold Back When an
Employee Deserves Praise
You should never hesitate to praise an employee simply
because your boss may never praise you.And don’t use the excuse,“I
expect my people to do a good job without having to be praised for it
all the time.” That attitude might have worked 30 years ago, but not in
today’s competitive marketplace. Employees will always do a better job
if they receive consistent and ongoing recognition for a job well done.
Kenneth Blanchard, coauthor of The One Minute Manager (New York:
Berkley Books, 1983), asserts,“The key to developing people is to
catch them doing something right.” Then praise them—immediately.