SlideShare a Scribd company logo
How Am I Doing?
Why Praise and Feedback Matter to Workplace Safety
and Productivity
February 2015 • Lockton®
Companies
L O C K T O N C O M P A N I E S
DR. CHARLIE CARTWRIGHT
Assistant Vice President
Claims Cost Control Consultant
Risk Control Services
816.960.9857
ccartwright@lockton.com
Although communication is understood to be among the top
interpersonal or “soft” leadership skills essential for fostering
good employer/employee relationships and positively
impacting business outcomes, two-thirds of employees say
they have too little interaction with their boss, according to a
recent Leadership IQ study.1
Specifically, praise and feedback
are critical but often overlooked pieces of the communication
puzzle, with 67 percent who say they get too little positive
feedback from their boss, and 51 percent who say they get
too little constructive feedback.
From the perspective of insurance and risk management, regular
praise and feedback can translate into a host of positive outcomes,
such as:
™™ The ability to gain buy-in for workplace health and safety
programs.
™™ A reduction in the frequency of accidents and injuries.
™™ Improved employee relations.
™™ Shorter lost time duration when there are injuries.
The absence of praise and feedback
can generate apathy, increase
employee turnover, stifle productivity,
erode customer loyalty, and sabotage
competitiveness.
2
Praise and feedback are essential catalysts for all good things
in the employer/employee relationship. They help day-to-day
work remain aligned with company goals, inspire and motivate
employees, build trust and accountability, encourage empathy,
and create mutual respect. Conversely, their absence can generate
apathy, increase employee turnover, stifle productivity, erode
customer loyalty, and sabotage competitiveness.
In fact, how people feel about their company and their level
of satisfaction with their work can impact just about every line
item on a P & L statement. Keep in mind that your people may
not care about your goals until you care about theirs. Is this
important to the bottom line? You bet it is! A Harris Interactive
survey found that 81 percent of employees say they’re motivated
to work harder when their boss shows appreciation for their
work2
—a statistic that sounds like increased productivity to me.
What about turnover? The same study reported that 53 percent
of employees say they would stay longer at their company if they
felt more appreciation from their boss. Similarly, a 2012 survey
by the American Psychological Association found that one-half
of all employees intended to search for new jobs because they
felt undervalued.3
In a 2006 research study,
Margaret Greenberg and
Dana Arakawa of the
University of Pennsylvania
found that managers who
provided frequent recognition
and encouragement saw
a 31 percent increase in
productivity.4
A 2011 Gallup survey found
that employees who received
regular praise were more
productive, loyal, engaged,
safe, and received higher
customer satisfaction scores
than those who did not.5
Gallup also found that
managers who gave little or
no feedback to their workers
failed to engage 98 percent
of them; 40 percent of those
employees reported that
they were very unhappy—a
problem that Gallup estimates
costs employers between $440
and $550 billion annually.6
February 2015 • Lockton Companies
3
According to Gallup, the top 25 percent of teams
(or the best-managed) reported nearly 50 percent
fewer accidents, 41 percent fewer quality-defects, and
significantly lower health care costs compared to the
bottom 25 percent of teams (or the worst-managed).7
Although praise and feedback are closely related, for the
purposes of this paper, praise is defined as recognition
of a meaningful contribution or a job well done,
whereas feedback includes giving employees information
concerning how they are doing and guidance in order to
better perform their duties. Feedback also may include
more general input about his/her role, a particular
project, a related business issue, or the company’s
performance overall.
Clearly there is an important point where praise and
feedback intersect. Most employees don’t simply want
to know how well they are doing at their jobs. They
want to know how what they are doing fits into the
overall goals of the department and company, what they
can or should be doing differently, and the kinds of
impact they are making. In fact, according to a Harvard
Business Review survey, 70 percent of respondents
ranked “having a clear understanding of how their job
contributes to strategy” as the second-most important
driver of engagement along with “senior leadership
continually updating/communicating strategy.” About
the same number ranked “business goals communicated
company-wide and understood” as the third-most
important driver.9
Research from Wichita State University found the top five motivating factors in the workplace to be
praise-related yet scarcely ever used by managers.8
From among those employees surveyed:
seldom or never
received public
praise.
seldom or never
received written
thanks from their
manager.
rarely or never
received praise
from their
manager.
rarely or never
received a
promotion due
to exceptional
performance.
rarely or never
participated in a
meeting designed
to build morale.
81% 76% 58% 78% 92%
4
Still, according to Leadership IQ, 53 percent of
employees say that when their boss does praise excellent
performance, the feedback does not provide enough
useful information to help them repeat it.1
Explains
researcher and bestselling author Tom Rath, “. . . If
you want people to understand that you value their
contributions and that they are important, the recognition
and praise you provide must have meaning that is specific
to each individual.”
Interestingly, Gallup reports that employees respond
better to negative feedback than to no feedback at all—
those receiving predominantly negative feedback from
their manager are 20 times more likely to be engaged than
those receiving little or no feedback.10
The legendary
Tennessee Lady Vols basketball coach Pat Summitt
probably put it best: “In the absence of feedback, people
will fill in the blanks with a negative. They will assume you
don’t care about them or don’t like them.” This is great
counsel coming from a leader and coach who won 1,098
college basketball games and eight national championships
spanning four decades.
In the absence of praise and feedback, employees start to
wonder (and often aloud): “Am I valued here? Does my
employer respect me and my work? Should I continue to
work this hard if my efforts go unnoticed because no one
cares anyway?” If managers don’t communicate effectively,
employees will surely craft their own narrative.
February 2015 • Lockton Companies
5
So what can leaders do about closing the
praise and feedback gap so that employees
don’t automatically fill in the blanks with
negatives?
Don’t wait until the next performance
review. Especially in today’s challenging
post-recession environment where
job security seems tenuous for many,
employees crave even more frequent and
greater amounts of feedback. Continuous,
everyday communication is essential for
telling employees what you are thinking,
letting them know how they are doing, and
providing suggestions for improvement.
The cost is negligible, and the action is as
simple as having a conversation. This type
of communication must become part of
a company’s everyday business practice in
addition to more formalized mechanisms
for praise and feedback. In other words,
it must become a part of the company
culture. Especially when it comes to people,
companies may need to focus less on
larger programs that can unintentionally
make simple, highly effective actions overly
complicated, and instead reinforce the basics
of good, honest communication.
In the absence of
feedback, people will
fill in the blanks with
a negative. They will
assume you don’t
care about them or
don’t like them.
-Pat Summit
6
HOW TO GET STARTED
Having trouble finding the right words? Some leaders have difficulty expressing praise or knowing how to provide
constructive feedback. A 2014 Leadership IQ study finds that 81 percent of leaders avoid giving tough feedback
because they’re afraid the recipient will respond badly.11
There are ways to overcome this. The following is a list of
best practices that you can begin implementing today.
Be thoughtful. However, don’t agonize over
saying exactly the right thing. You will be pleased
with the response you receive from being
consistently genuine, sincere, and speaking from
the heart.
Share the praise. Make it a point to acknowledge
an individual’s effort or progress in front of peers or
other leaders to shine a spotlight on the employee’s
accomplishments. Newsletters, social media, and
intranet sites are excellent vehicles for sharing.
Be specific. Give constructive, fact-based
feedback that employees can use. The reason
for providing feedback is to help improve poor
performance or reinforce what employees are
doing well so that they can replicate it.
Shoot them a text. A properly timed and worded
text message has the power to move mountains!
Make it two-way. Ask open-ended questions
about the employee’s thinking, perspective, and
progress on current projects, etc. Then provide
input. The key here is to let them do most of the
talking.
Send a personal note. Handwritten notes of
thanks when someone completes a project, makes a
client presentation, wins new business, or represents
the company publicly in some capacity are a great way
to acknowledge a job well done!
Schedule time. Make it a part of your regular
daily or weekly plan. Schedule time to check in,
provide feedback, or acknowledge the work of
one or two people on your team. By making this a
habit, your people will know it is coming. They will
begin to look forward to it and will be prepared
with useful information for you as well.
Finally, reflect on all of this, consider your actions,
and then forget about trying to follow the advice—
simply let its message be reflected in your ongoing
interactions with employees. Over time, without much
forethought or planning, you’ll find that praise and
feedback become a natural part of your leadership
style, as well as a boon to a more productive,
profitable, and positive work environment.
February 2015 • Lockton Companies
7
References
1
Leadership IQ, Washington, DC (2009).
2
Harris Interactive, Rochester, NY (2013).
3
Stress In The Workplace. American Psychological
Association, Washington, DC (2012).
4
Greenberg, M. H. and Arakawa, D. (2006). Optimistic
Managers & Their Influence on Productivity & Employee
Engagement in a Technology Organization. University of
Pennsylvania, Philadelphia, PA.
5
Gallup, Inc., Washington, DC (2011).
6
Gallup, Inc., Washington, DC (2009).
7
State of the American Workplace, Employee Engagement
Insights for U.S. Business Leaders, Gallup, Inc. (2013).
8
Wichita State University.
9
The Impact of Employee Engagement on Performance,
Harvard Business Review. (2013).
10
Gallup, Inc., Washington, DC (2009).
11
Leadership IQ, Washington,DC (2014).
Our Mission
To be the worldwide value and service leader in
insurance brokerage, employee benefits, and risk management
Our Goal
To be the best place to do business and to work
www.lockton.com
© 2015 Lockton, Inc. All rights reserved.
Images © 2015 Thinkstock. All rights reserved.
gwhite papercartwright2015cartwright_How Am I Doing_Feb2015.indd: 3744

More Related Content

What's hot

IPEX - `The Secrets of Success`
IPEX - `The Secrets of Success`IPEX - `The Secrets of Success`
IPEX - `The Secrets of Success`
Cavendish
 
Understanding Workplace Stress by Buddha Travel
Understanding Workplace Stress by Buddha TravelUnderstanding Workplace Stress by Buddha Travel
Understanding Workplace Stress by Buddha Travel
James Brodie
 
KnowlShelf Biz Case Article v FINAL
KnowlShelf Biz Case Article v FINALKnowlShelf Biz Case Article v FINAL
KnowlShelf Biz Case Article v FINAL
Paul Pelletier LL.B. PMP
 
Exit Interviews: The Ultimate Guide
Exit Interviews: The Ultimate GuideExit Interviews: The Ultimate Guide
Exit Interviews: The Ultimate Guide
Fit Small Business
 
Employee Engagement by PERKS
Employee Engagement by PERKSEmployee Engagement by PERKS
Employee Engagement by PERKS
Elizabeth Lupfer
 
Employee complacency report-2019
Employee complacency report-2019Employee complacency report-2019
Employee complacency report-2019
MEECO Leadership Development Institute
 
Proko's Guide to Positivity and Effective Employee Engagement
Proko's Guide to Positivity and Effective Employee EngagementProko's Guide to Positivity and Effective Employee Engagement
Proko's Guide to Positivity and Effective Employee Engagement
LeeWills3
 
Online executive coaching skills or leadership essentials
Online executive coaching skills or leadership essentialsOnline executive coaching skills or leadership essentials
Online executive coaching skills or leadership essentials
Pario Coaching Tools
 
Enggage for success aston 07 july 2014 rob briner
Enggage for success aston 07 july 2014 rob brinerEnggage for success aston 07 july 2014 rob briner
Enggage for success aston 07 july 2014 rob briner
Engage for Success
 
Gallup Q12 index survey
Gallup Q12 index surveyGallup Q12 index survey
Gallup Q12 index survey
Taha Momin
 
Library seminarspeech
Library seminarspeechLibrary seminarspeech
Library seminarspeech
japancho
 
Why you hate work ny times.com
Why you hate work   ny times.comWhy you hate work   ny times.com
Why you hate work ny times.com
Ted Gorczyca
 
The Wrong and Right Way to do Performance Management
The Wrong and Right Way to do Performance ManagementThe Wrong and Right Way to do Performance Management
The Wrong and Right Way to do Performance Management
BambooHR
 
white paper retention surveys final
white paper retention surveys finalwhite paper retention surveys final
white paper retention surveys final
Kelli Keech
 
Outstanding Workplace Relationships - The Key to Retention
Outstanding Workplace Relationships - The Key to RetentionOutstanding Workplace Relationships - The Key to Retention
Outstanding Workplace Relationships - The Key to Retention
Michelle Ray
 
Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...
Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...
Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...
Caliber Leadership Systems
 
Employee Engagement: Measure To Succeed webinar
Employee Engagement: Measure To Succeed webinarEmployee Engagement: Measure To Succeed webinar
Employee Engagement: Measure To Succeed webinar
QuestionPro
 
Employee Engagement - How to Achieve it
Employee Engagement - How to Achieve itEmployee Engagement - How to Achieve it
Employee Engagement - How to Achieve it
Kim Parker, CMA
 
White Paper - Dear John - A New look at why employees leave
White Paper - Dear John - A New look at why employees leaveWhite Paper - Dear John - A New look at why employees leave
White Paper - Dear John - A New look at why employees leave
shokr.ahmed
 
Whitepaperdearjohn erickson 2007
Whitepaperdearjohn erickson 2007Whitepaperdearjohn erickson 2007
Whitepaperdearjohn erickson 2007
annaerickson
 

What's hot (20)

IPEX - `The Secrets of Success`
IPEX - `The Secrets of Success`IPEX - `The Secrets of Success`
IPEX - `The Secrets of Success`
 
Understanding Workplace Stress by Buddha Travel
Understanding Workplace Stress by Buddha TravelUnderstanding Workplace Stress by Buddha Travel
Understanding Workplace Stress by Buddha Travel
 
KnowlShelf Biz Case Article v FINAL
KnowlShelf Biz Case Article v FINALKnowlShelf Biz Case Article v FINAL
KnowlShelf Biz Case Article v FINAL
 
Exit Interviews: The Ultimate Guide
Exit Interviews: The Ultimate GuideExit Interviews: The Ultimate Guide
Exit Interviews: The Ultimate Guide
 
Employee Engagement by PERKS
Employee Engagement by PERKSEmployee Engagement by PERKS
Employee Engagement by PERKS
 
Employee complacency report-2019
Employee complacency report-2019Employee complacency report-2019
Employee complacency report-2019
 
Proko's Guide to Positivity and Effective Employee Engagement
Proko's Guide to Positivity and Effective Employee EngagementProko's Guide to Positivity and Effective Employee Engagement
Proko's Guide to Positivity and Effective Employee Engagement
 
Online executive coaching skills or leadership essentials
Online executive coaching skills or leadership essentialsOnline executive coaching skills or leadership essentials
Online executive coaching skills or leadership essentials
 
Enggage for success aston 07 july 2014 rob briner
Enggage for success aston 07 july 2014 rob brinerEnggage for success aston 07 july 2014 rob briner
Enggage for success aston 07 july 2014 rob briner
 
Gallup Q12 index survey
Gallup Q12 index surveyGallup Q12 index survey
Gallup Q12 index survey
 
Library seminarspeech
Library seminarspeechLibrary seminarspeech
Library seminarspeech
 
Why you hate work ny times.com
Why you hate work   ny times.comWhy you hate work   ny times.com
Why you hate work ny times.com
 
The Wrong and Right Way to do Performance Management
The Wrong and Right Way to do Performance ManagementThe Wrong and Right Way to do Performance Management
The Wrong and Right Way to do Performance Management
 
white paper retention surveys final
white paper retention surveys finalwhite paper retention surveys final
white paper retention surveys final
 
Outstanding Workplace Relationships - The Key to Retention
Outstanding Workplace Relationships - The Key to RetentionOutstanding Workplace Relationships - The Key to Retention
Outstanding Workplace Relationships - The Key to Retention
 
Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...
Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...
Are You a Codependent Leader? Stop Creating Dysfunctional Relationships with ...
 
Employee Engagement: Measure To Succeed webinar
Employee Engagement: Measure To Succeed webinarEmployee Engagement: Measure To Succeed webinar
Employee Engagement: Measure To Succeed webinar
 
Employee Engagement - How to Achieve it
Employee Engagement - How to Achieve itEmployee Engagement - How to Achieve it
Employee Engagement - How to Achieve it
 
White Paper - Dear John - A New look at why employees leave
White Paper - Dear John - A New look at why employees leaveWhite Paper - Dear John - A New look at why employees leave
White Paper - Dear John - A New look at why employees leave
 
Whitepaperdearjohn erickson 2007
Whitepaperdearjohn erickson 2007Whitepaperdearjohn erickson 2007
Whitepaperdearjohn erickson 2007
 

Viewers also liked

Francoise Rogszewski CV June 2015
Francoise Rogszewski CV June 2015Francoise Rogszewski CV June 2015
Francoise Rogszewski CV June 2015
Francoise Rogoszewski
 
Portfolio - Roades-Smaller
Portfolio - Roades-SmallerPortfolio - Roades-Smaller
Portfolio - Roades-Smaller
Adam Roades
 
September/October Echo
September/October EchoSeptember/October Echo
September/October Echo
EpworthUMC
 
Julyaug newsletter
Julyaug newsletterJulyaug newsletter
Julyaug newsletter
EpworthUMC
 
Cyber Security For Law Firms - February 2015 -Westchester County Bar Associat...
Cyber Security For Law Firms - February 2015 -Westchester County Bar Associat...Cyber Security For Law Firms - February 2015 -Westchester County Bar Associat...
Cyber Security For Law Firms - February 2015 -Westchester County Bar Associat...
dmenken60
 
November/December ECHO
November/December ECHONovember/December ECHO
November/December ECHO
EpworthUMC
 
Curriculum Vitae
Curriculum VitaeCurriculum Vitae
Curriculum Vitae
Ismail Abu Haniah
 
Helping Students Develop Mathematical Process Skills, Really?
Helping Students Develop Mathematical Process Skills, Really?Helping Students Develop Mathematical Process Skills, Really?
Helping Students Develop Mathematical Process Skills, Really?
Kien Lim
 
January - February 2016 Echo
January - February 2016 EchoJanuary - February 2016 Echo
January - February 2016 Echo
EpworthUMC
 

Viewers also liked (10)

Francoise Rogszewski CV June 2015
Francoise Rogszewski CV June 2015Francoise Rogszewski CV June 2015
Francoise Rogszewski CV June 2015
 
Portfolio - Roades-Smaller
Portfolio - Roades-SmallerPortfolio - Roades-Smaller
Portfolio - Roades-Smaller
 
September/October Echo
September/October EchoSeptember/October Echo
September/October Echo
 
Julyaug newsletter
Julyaug newsletterJulyaug newsletter
Julyaug newsletter
 
Wtty-wills new profile
Wtty-wills new profileWtty-wills new profile
Wtty-wills new profile
 
Cyber Security For Law Firms - February 2015 -Westchester County Bar Associat...
Cyber Security For Law Firms - February 2015 -Westchester County Bar Associat...Cyber Security For Law Firms - February 2015 -Westchester County Bar Associat...
Cyber Security For Law Firms - February 2015 -Westchester County Bar Associat...
 
November/December ECHO
November/December ECHONovember/December ECHO
November/December ECHO
 
Curriculum Vitae
Curriculum VitaeCurriculum Vitae
Curriculum Vitae
 
Helping Students Develop Mathematical Process Skills, Really?
Helping Students Develop Mathematical Process Skills, Really?Helping Students Develop Mathematical Process Skills, Really?
Helping Students Develop Mathematical Process Skills, Really?
 
January - February 2016 Echo
January - February 2016 EchoJanuary - February 2016 Echo
January - February 2016 Echo
 

Similar to Cartwright_How Am I Doing_Feb15(2)

WP EnablingEmployeeEngagement 160607
WP EnablingEmployeeEngagement 160607WP EnablingEmployeeEngagement 160607
WP EnablingEmployeeEngagement 160607
Gregory Stebbins, Ed.D.
 
Employee engagement ideas and best practices
Employee engagement ideas and best practicesEmployee engagement ideas and best practices
Employee engagement ideas and best practices
Mutual Force
 
Employee Engagement
Employee EngagementEmployee Engagement
Employee Engagement
My Hub Intranet Solutions
 
Helping Employees Increase Job Satisfaction
Helping Employees Increase Job SatisfactionHelping Employees Increase Job Satisfaction
Helping Employees Increase Job Satisfaction
O.C. Tanner
 
Dr wilred monteiro creating employee engagement
Dr wilred monteiro   creating employee engagementDr wilred monteiro   creating employee engagement
Dr wilred monteiro creating employee engagement
Dr Wilfred Monteiro
 
MORALE-MOTIVATION in PUBLIC RESOURCE MANAGEMENT.pptx
MORALE-MOTIVATION in PUBLIC RESOURCE MANAGEMENT.pptxMORALE-MOTIVATION in PUBLIC RESOURCE MANAGEMENT.pptx
MORALE-MOTIVATION in PUBLIC RESOURCE MANAGEMENT.pptx
tambalangelrose
 
Hiring for a competitive advantage
Hiring for a competitive advantageHiring for a competitive advantage
Hiring for a competitive advantage
williamsjohnseoexperts
 
Enhancing Employee Engagement - The Role of the Immediate Supervisor
Enhancing Employee Engagement - The Role of the Immediate SupervisorEnhancing Employee Engagement - The Role of the Immediate Supervisor
Enhancing Employee Engagement - The Role of the Immediate Supervisor
Steve Thomas, M.A.
 
Equinox Partners - 15Five Leader's Guide
Equinox Partners - 15Five Leader's GuideEquinox Partners - 15Five Leader's Guide
Equinox Partners - 15Five Leader's Guide
Plamen Petrov
 
RM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_loRM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_lo
Ian Symes
 
RM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_loRM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_lo
Rick Lupinetti, M. Ed.
 
The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...
Brian Solis
 
Bring Your Customer Success Out of the Stone Age by Building Your Company’s P...
Bring Your Customer Success Out of the Stone Age by Building Your Company’s P...Bring Your Customer Success Out of the Stone Age by Building Your Company’s P...
Bring Your Customer Success Out of the Stone Age by Building Your Company’s P...
QuekelsBaro
 
The Art & Science of Employee Engagement
The Art & Science of Employee EngagementThe Art & Science of Employee Engagement
The Art & Science of Employee Engagement
Justin Zawaly
 
Importance of job performance
Importance of job performanceImportance of job performance
Importance of job performance
Bizeducator.com
 
From the Top Down - How Senior Leaders Infuence Engagement
From the Top Down - How Senior Leaders Infuence EngagementFrom the Top Down - How Senior Leaders Infuence Engagement
From the Top Down - How Senior Leaders Infuence Engagement
Janet Jones
 
Want to Kill Your Performance Rankings? Here’s How to Ensure Success
Want to Kill Your Performance Rankings? Here’s How to Ensure SuccessWant to Kill Your Performance Rankings? Here’s How to Ensure Success
Want to Kill Your Performance Rankings? Here’s How to Ensure Success
Strategy&, a member of the PwC network
 
Solving business problems
Solving business problemsSolving business problems
Solving business problems
Lorraine Michelle Haksch
 
10 steps to keeping employees engaged and motivated
10 steps to keeping employees engaged and motivated10 steps to keeping employees engaged and motivated
10 steps to keeping employees engaged and motivated
Marcelo Marasso
 
Employee Motivation 101: 5 HR Tips for Management
Employee Motivation 101: 5 HR Tips for ManagementEmployee Motivation 101: 5 HR Tips for Management
Employee Motivation 101: 5 HR Tips for Management
Kashish Trivedi
 

Similar to Cartwright_How Am I Doing_Feb15(2) (20)

WP EnablingEmployeeEngagement 160607
WP EnablingEmployeeEngagement 160607WP EnablingEmployeeEngagement 160607
WP EnablingEmployeeEngagement 160607
 
Employee engagement ideas and best practices
Employee engagement ideas and best practicesEmployee engagement ideas and best practices
Employee engagement ideas and best practices
 
Employee Engagement
Employee EngagementEmployee Engagement
Employee Engagement
 
Helping Employees Increase Job Satisfaction
Helping Employees Increase Job SatisfactionHelping Employees Increase Job Satisfaction
Helping Employees Increase Job Satisfaction
 
Dr wilred monteiro creating employee engagement
Dr wilred monteiro   creating employee engagementDr wilred monteiro   creating employee engagement
Dr wilred monteiro creating employee engagement
 
MORALE-MOTIVATION in PUBLIC RESOURCE MANAGEMENT.pptx
MORALE-MOTIVATION in PUBLIC RESOURCE MANAGEMENT.pptxMORALE-MOTIVATION in PUBLIC RESOURCE MANAGEMENT.pptx
MORALE-MOTIVATION in PUBLIC RESOURCE MANAGEMENT.pptx
 
Hiring for a competitive advantage
Hiring for a competitive advantageHiring for a competitive advantage
Hiring for a competitive advantage
 
Enhancing Employee Engagement - The Role of the Immediate Supervisor
Enhancing Employee Engagement - The Role of the Immediate SupervisorEnhancing Employee Engagement - The Role of the Immediate Supervisor
Enhancing Employee Engagement - The Role of the Immediate Supervisor
 
Equinox Partners - 15Five Leader's Guide
Equinox Partners - 15Five Leader's GuideEquinox Partners - 15Five Leader's Guide
Equinox Partners - 15Five Leader's Guide
 
RM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_loRM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_lo
 
RM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_loRM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_lo
 
The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...The Engagement Gap: How executives and employees think differently about empl...
The Engagement Gap: How executives and employees think differently about empl...
 
Bring Your Customer Success Out of the Stone Age by Building Your Company’s P...
Bring Your Customer Success Out of the Stone Age by Building Your Company’s P...Bring Your Customer Success Out of the Stone Age by Building Your Company’s P...
Bring Your Customer Success Out of the Stone Age by Building Your Company’s P...
 
The Art & Science of Employee Engagement
The Art & Science of Employee EngagementThe Art & Science of Employee Engagement
The Art & Science of Employee Engagement
 
Importance of job performance
Importance of job performanceImportance of job performance
Importance of job performance
 
From the Top Down - How Senior Leaders Infuence Engagement
From the Top Down - How Senior Leaders Infuence EngagementFrom the Top Down - How Senior Leaders Infuence Engagement
From the Top Down - How Senior Leaders Infuence Engagement
 
Want to Kill Your Performance Rankings? Here’s How to Ensure Success
Want to Kill Your Performance Rankings? Here’s How to Ensure SuccessWant to Kill Your Performance Rankings? Here’s How to Ensure Success
Want to Kill Your Performance Rankings? Here’s How to Ensure Success
 
Solving business problems
Solving business problemsSolving business problems
Solving business problems
 
10 steps to keeping employees engaged and motivated
10 steps to keeping employees engaged and motivated10 steps to keeping employees engaged and motivated
10 steps to keeping employees engaged and motivated
 
Employee Motivation 101: 5 HR Tips for Management
Employee Motivation 101: 5 HR Tips for ManagementEmployee Motivation 101: 5 HR Tips for Management
Employee Motivation 101: 5 HR Tips for Management
 

Cartwright_How Am I Doing_Feb15(2)

  • 1. How Am I Doing? Why Praise and Feedback Matter to Workplace Safety and Productivity February 2015 • Lockton® Companies L O C K T O N C O M P A N I E S DR. CHARLIE CARTWRIGHT Assistant Vice President Claims Cost Control Consultant Risk Control Services 816.960.9857 ccartwright@lockton.com Although communication is understood to be among the top interpersonal or “soft” leadership skills essential for fostering good employer/employee relationships and positively impacting business outcomes, two-thirds of employees say they have too little interaction with their boss, according to a recent Leadership IQ study.1 Specifically, praise and feedback are critical but often overlooked pieces of the communication puzzle, with 67 percent who say they get too little positive feedback from their boss, and 51 percent who say they get too little constructive feedback. From the perspective of insurance and risk management, regular praise and feedback can translate into a host of positive outcomes, such as: ™™ The ability to gain buy-in for workplace health and safety programs. ™™ A reduction in the frequency of accidents and injuries. ™™ Improved employee relations. ™™ Shorter lost time duration when there are injuries. The absence of praise and feedback can generate apathy, increase employee turnover, stifle productivity, erode customer loyalty, and sabotage competitiveness.
  • 2. 2 Praise and feedback are essential catalysts for all good things in the employer/employee relationship. They help day-to-day work remain aligned with company goals, inspire and motivate employees, build trust and accountability, encourage empathy, and create mutual respect. Conversely, their absence can generate apathy, increase employee turnover, stifle productivity, erode customer loyalty, and sabotage competitiveness. In fact, how people feel about their company and their level of satisfaction with their work can impact just about every line item on a P & L statement. Keep in mind that your people may not care about your goals until you care about theirs. Is this important to the bottom line? You bet it is! A Harris Interactive survey found that 81 percent of employees say they’re motivated to work harder when their boss shows appreciation for their work2 —a statistic that sounds like increased productivity to me. What about turnover? The same study reported that 53 percent of employees say they would stay longer at their company if they felt more appreciation from their boss. Similarly, a 2012 survey by the American Psychological Association found that one-half of all employees intended to search for new jobs because they felt undervalued.3 In a 2006 research study, Margaret Greenberg and Dana Arakawa of the University of Pennsylvania found that managers who provided frequent recognition and encouragement saw a 31 percent increase in productivity.4 A 2011 Gallup survey found that employees who received regular praise were more productive, loyal, engaged, safe, and received higher customer satisfaction scores than those who did not.5 Gallup also found that managers who gave little or no feedback to their workers failed to engage 98 percent of them; 40 percent of those employees reported that they were very unhappy—a problem that Gallup estimates costs employers between $440 and $550 billion annually.6
  • 3. February 2015 • Lockton Companies 3 According to Gallup, the top 25 percent of teams (or the best-managed) reported nearly 50 percent fewer accidents, 41 percent fewer quality-defects, and significantly lower health care costs compared to the bottom 25 percent of teams (or the worst-managed).7 Although praise and feedback are closely related, for the purposes of this paper, praise is defined as recognition of a meaningful contribution or a job well done, whereas feedback includes giving employees information concerning how they are doing and guidance in order to better perform their duties. Feedback also may include more general input about his/her role, a particular project, a related business issue, or the company’s performance overall. Clearly there is an important point where praise and feedback intersect. Most employees don’t simply want to know how well they are doing at their jobs. They want to know how what they are doing fits into the overall goals of the department and company, what they can or should be doing differently, and the kinds of impact they are making. In fact, according to a Harvard Business Review survey, 70 percent of respondents ranked “having a clear understanding of how their job contributes to strategy” as the second-most important driver of engagement along with “senior leadership continually updating/communicating strategy.” About the same number ranked “business goals communicated company-wide and understood” as the third-most important driver.9 Research from Wichita State University found the top five motivating factors in the workplace to be praise-related yet scarcely ever used by managers.8 From among those employees surveyed: seldom or never received public praise. seldom or never received written thanks from their manager. rarely or never received praise from their manager. rarely or never received a promotion due to exceptional performance. rarely or never participated in a meeting designed to build morale. 81% 76% 58% 78% 92%
  • 4. 4 Still, according to Leadership IQ, 53 percent of employees say that when their boss does praise excellent performance, the feedback does not provide enough useful information to help them repeat it.1 Explains researcher and bestselling author Tom Rath, “. . . If you want people to understand that you value their contributions and that they are important, the recognition and praise you provide must have meaning that is specific to each individual.” Interestingly, Gallup reports that employees respond better to negative feedback than to no feedback at all— those receiving predominantly negative feedback from their manager are 20 times more likely to be engaged than those receiving little or no feedback.10 The legendary Tennessee Lady Vols basketball coach Pat Summitt probably put it best: “In the absence of feedback, people will fill in the blanks with a negative. They will assume you don’t care about them or don’t like them.” This is great counsel coming from a leader and coach who won 1,098 college basketball games and eight national championships spanning four decades. In the absence of praise and feedback, employees start to wonder (and often aloud): “Am I valued here? Does my employer respect me and my work? Should I continue to work this hard if my efforts go unnoticed because no one cares anyway?” If managers don’t communicate effectively, employees will surely craft their own narrative.
  • 5. February 2015 • Lockton Companies 5 So what can leaders do about closing the praise and feedback gap so that employees don’t automatically fill in the blanks with negatives? Don’t wait until the next performance review. Especially in today’s challenging post-recession environment where job security seems tenuous for many, employees crave even more frequent and greater amounts of feedback. Continuous, everyday communication is essential for telling employees what you are thinking, letting them know how they are doing, and providing suggestions for improvement. The cost is negligible, and the action is as simple as having a conversation. This type of communication must become part of a company’s everyday business practice in addition to more formalized mechanisms for praise and feedback. In other words, it must become a part of the company culture. Especially when it comes to people, companies may need to focus less on larger programs that can unintentionally make simple, highly effective actions overly complicated, and instead reinforce the basics of good, honest communication. In the absence of feedback, people will fill in the blanks with a negative. They will assume you don’t care about them or don’t like them. -Pat Summit
  • 6. 6 HOW TO GET STARTED Having trouble finding the right words? Some leaders have difficulty expressing praise or knowing how to provide constructive feedback. A 2014 Leadership IQ study finds that 81 percent of leaders avoid giving tough feedback because they’re afraid the recipient will respond badly.11 There are ways to overcome this. The following is a list of best practices that you can begin implementing today. Be thoughtful. However, don’t agonize over saying exactly the right thing. You will be pleased with the response you receive from being consistently genuine, sincere, and speaking from the heart. Share the praise. Make it a point to acknowledge an individual’s effort or progress in front of peers or other leaders to shine a spotlight on the employee’s accomplishments. Newsletters, social media, and intranet sites are excellent vehicles for sharing. Be specific. Give constructive, fact-based feedback that employees can use. The reason for providing feedback is to help improve poor performance or reinforce what employees are doing well so that they can replicate it. Shoot them a text. A properly timed and worded text message has the power to move mountains! Make it two-way. Ask open-ended questions about the employee’s thinking, perspective, and progress on current projects, etc. Then provide input. The key here is to let them do most of the talking. Send a personal note. Handwritten notes of thanks when someone completes a project, makes a client presentation, wins new business, or represents the company publicly in some capacity are a great way to acknowledge a job well done! Schedule time. Make it a part of your regular daily or weekly plan. Schedule time to check in, provide feedback, or acknowledge the work of one or two people on your team. By making this a habit, your people will know it is coming. They will begin to look forward to it and will be prepared with useful information for you as well. Finally, reflect on all of this, consider your actions, and then forget about trying to follow the advice— simply let its message be reflected in your ongoing interactions with employees. Over time, without much forethought or planning, you’ll find that praise and feedback become a natural part of your leadership style, as well as a boon to a more productive, profitable, and positive work environment.
  • 7. February 2015 • Lockton Companies 7 References 1 Leadership IQ, Washington, DC (2009). 2 Harris Interactive, Rochester, NY (2013). 3 Stress In The Workplace. American Psychological Association, Washington, DC (2012). 4 Greenberg, M. H. and Arakawa, D. (2006). Optimistic Managers & Their Influence on Productivity & Employee Engagement in a Technology Organization. University of Pennsylvania, Philadelphia, PA. 5 Gallup, Inc., Washington, DC (2011). 6 Gallup, Inc., Washington, DC (2009). 7 State of the American Workplace, Employee Engagement Insights for U.S. Business Leaders, Gallup, Inc. (2013). 8 Wichita State University. 9 The Impact of Employee Engagement on Performance, Harvard Business Review. (2013). 10 Gallup, Inc., Washington, DC (2009). 11 Leadership IQ, Washington,DC (2014).
  • 8. Our Mission To be the worldwide value and service leader in insurance brokerage, employee benefits, and risk management Our Goal To be the best place to do business and to work www.lockton.com © 2015 Lockton, Inc. All rights reserved. Images © 2015 Thinkstock. All rights reserved. gwhite papercartwright2015cartwright_How Am I Doing_Feb2015.indd: 3744