While we know that good things happen when employees feel appreciated, communicating appreciation to staff is not a miracle salve that cures all wounds.
Sometimes well-meaning supervisors (and sometimes leaders who don’t want to do the hard work of dealing with problems) try to use appreciation as a “quick fix” for deeper issues that need to be addressed. Here are four sets of circumstances when appreciation should not be the first action taken:
- Employees are not getting paid regularly. One time I was asked to train staff of a non-profit organization in how to show appreciation to one another. Throughout the training, they were quite passive and difficult to engage. After a couple of days, I found out they had not earned regular paychecks for three months! No wonder they were disengaged! Without honoring your agreement to pay your employees for their work, no amount of appreciation will matter.
- When there has been a recent layoff. When an organization has just gone through the process of staff reduction, multiple issues still remain. The “surviving” employees are processing a lot of emotions:
- Relief that they did not lose their job;
- Guilt that they still have a job while some of their friends do not;
- Lingering anxiety– wondering if there will be more layoffs or if the organization will continue to exist;
- Anger at how the layoff was handled (who was laid off and who wasn’t); and
- Frustration because they believe other issues should have been dealt with (or still need to be) for the company to function well.
- When employees are seriously underpaid (or cost-of-living adjustments, raises or bonuses are on hold). For most employees, receiving appropriate financial payment for their work is foundational to their sense of being treated fairly. While it is true many employees tend to overvalue their contribution and believe they should be paid more, there are clearly circumstances where it is obvious that staff is truly underpaid compared to their peers in the marketplace. Until this is rectified, appreciation will feel more like a cheap substitute since the organization is not communicating value to the employees by paying them appropriately.
- When employees have serious, reality-based questions about the trustworthiness of management. There are times when management has handled situations or communication poorly, which has resulted in distrust. If management has been caught (or perceived to have been) in actions reflecting a lack of integrity (for example, handling toxic waste issues), any form of appreciation would bring skepticism and cynicism before any positive reaction will occur.
What should you do?
If your organization is in the midst of these situations (or about to be), it is best to put any formal plan to implement appreciation to employees on hold. Otherwise, the efforts may “backfire” and actually create negative reactions.
First, deal with the more prominent, underlying issues.
- Allow employees to heal after layoffs occur.People need time to process change, and they cope in different ways. Some may bounce back more quickly than others. Create space for discussion and questions, even if it’s uncomfortable.
- Keep the lines of communication open.Changes are inevitable, and sometimes, even leaders don’t know about them until they happen. However, keep your team members informed, even if it is “I haven’t heard anything new.”
- Tell the truth.You may not be able to share all you know, but don’t lie. Otherwise, integrity will be undermined in all areas. Speak for yourself, not the organization (since you are not in control of what others do or say.)
- Act with integrity.Do everything you can to make your actions back up what you communicate to your team. Make sure you don’t make commitments you can’t keep and make “I” statements: “I will do everything I can …”
Second, trust must be rebuilt. Trust has been shown to be a key factor in work-based relationships for numerous positive results. If trust has been undermined, little can be accomplished until efforts are taken to restore it – otherwise, there will always be an undertow of suspicion and cynicism. When trust is lacking in an organization, it’s helpful to examine what I call the “three C’s” of trust:
- Competence. To build trust, leaders must show competence within the industry by following regulations and communicating well.
- Consistency. Leaders must demonstrate that they are reliable and will do what they say they will do.
- Character. Character is a key component of trust in a relationship. Leaders need to be honest in their words and actions, and they need to demonstrate that they are not totally self-interested – that they are considering what is best for others as well as for themselves.
Third, continue to appreciate colleagues at a personal level. Personally communicating appreciation to those with whom you work can (and should) continue even if a program isn’t implemented. Supervisors and colleagues can share a simple “thanks” to team members for an act that was helpful to them. Three key components are important for the appreciation to hit the mark. First, the communication should be specific about what they have done or when possible, for character qualities they display (for example, dependability, patience). Secondly, the appreciation will be most impactful when it is expressed in the language of appreciation most valued by the recipient (not everyone values words equally). Finally, appreciation can be communicated about issues not directly related to work performance. People can be valued not only for what they contribute, but for who they are as a person. For example, it can be encouraging to call attention to a co-worker’s cheerful demeanor, or the self-discipline they are displaying by training for a half-marathon.
Conclusion
Attempting to implement an “across the board” program of recognition or appreciation can be problematic (and actually create negative reactions) when negative circumstances exist in the work environment. Addressing foundational issues underlying the difficulties is an important first step. And continuing to communicate appreciation to colleagues at a personal level is clearly appropriate and will reap benefits of loyalty and improved staff morale over the long run.
Dr. Paul White is a psychologist, speaker and consultant. He can be reached at 316-681-4431 or admin@drpaulwhite.com.
