July 2012

Organizational or personal values describe HOW we operate. Many organizations claim to follow certain values because they list them on their websites, or they are on a poster in their offices.

However, many employees will say their organization has values published, but admit those companies do not live by them. Why?  I believe there are two reasons:

1. The values are not defined. In other words, no one ever lays out exactly what each value looks like in practice.
2. The values are not consistently communicated. Organizations and individuals must be marinated in their values consistently to make them part of their character..

From July 2 through July 9 I will be reposting 4 of the first 12 blogs I ever wrote.  They are the topics that seemed to resonate with a lot of people.  This is the third in that series.  I am taking a weeklong break to begin working on my first book.  I will return with new content on July 11.

Marinade Doesn’t Burn

The Values Are Not Defined

Too often words such as Integrity, Trust, Communication, Innovation and others appear on organizational websites without any further explanation.  The employee is left to fill in the definition of each value for themselves.

The problem with this plan is each of us can look at these words and define them in a different way.  Even if we all went to the dictionary for the definition, we all would see these values differently when it came to applying them.  Why?

We all come into an organization with a different view of the world based on our own experiences, circumstances and upbringing.  To build a common culture and character in an organization, the leaders must spell out what each value looks like when applied.  Here is an example:

Values in Practice:  Trust

Trust is maintained within Acme Inc. in the following ways:

• We will not sacrifice our integrity.
• We will focus on shared goals rather than personal agendas.
• We will respect everyone as equal partners.
• We will keep our promises to our customers and each other.
• We will admit our mistakes and ask for forgiveness.

The example above is clear and concise.  Any new employee could enter the organization and understand how the value of Trust impacts the work environment and how to practically display that value. To see more examples of values defined click (here).

Values Are Not Consistently Communicated

Professional sales people have all heard the statistic that claims a client must hear something 7 times before they will remember it.

As leaders, we believe that about important messages to our customers, but why don’t we believe that about the important messages we deliver to those we lead?

If the leadership is not communicating its values to the organization consistently, they are ineffective.  That means a website and a yearly mention of values from behind a podium is not enough.

How Do Leaders Need To Communicate Values?

• Train new hires on the definition and application of each value.
• Leaders must model the corporate values in their day-to-day work.
• When doing collective problem solving, return to the values to ensure adherence.
• At monthly meetings open with a 15 minute discussion of one of the values, and it’s real life application.
• Regularly celebrate someone who personifies and applies a particular value.

I stated that an individual and an organization must be marinated in their values to make them part of their character.  Why did I use the word marinate?

When meat is marinated the flavor from the marinade does not just sit on the surface like a barbeque sauce.  It sinks into the meat and becomes a part of its composition.  Why is that important?

Because when meat is marinated and placed over the heat, the flavor of the meat and the marinade is maintained and even enhanced by the fire.

A barbeque sauce placed on the surface burns off when placed over the fire.  The result is a charred sauce and dry, sometimes burned meat.

A person or an organization that is marinated in a set of values that is well defined will withstand the trials that will come.  The values will become a part of who they are and how they operate.  They will not break down under fire.

The Bottom Line:

As a leader, I must strive to take the values I hold dear, define what they look like in practice, and communicate those values consistently.  If I do these two things well, the character of the individuals and the organization I lead will emulate those values.

Question:

What value do you hold dear in your organization that needs further definition and communication?

Character is now a buzzword.  I use the term buzzword here to describe words that we hear frequently yet are rarely defined by the speakers.  The Presidential campaign is full of buzzwords.  I hear athletes described on Sportcenter using some of the same buzzwords as the politicians use.  The problem is, if you dig into those words’ real meanings, you would see how much of a stretch the speakers are making.

What’s The Definition of Character?

What words am I talking about?  Here is my current list and a great set of topics for future blogs:

1. Character
2. Integrity
3. Trust
4. Courage
5. Attitude
6. Loyalty

Character:

I believe our character is our habitual way of operating.

• If I have the habit of always telling the truth, then I am a man of integrity.  On the other hand, if I tend to tell half-truths, then I am a liar.
• If I have a habit of putting others first, then I am a servant leader.  If I spend most of my time working for my own good, then I am a selfish leader.
• If I have the habit of speaking out when I see moral failures in those around me, then I have courage.  If I generally stay quiet, then I am a coward.

Individuals and organizations rise and fall based on the character they display.  Is someone evil if they make a bad decision?  Do we write them off as a terrible person?  I hope not!  Otherwise, we would have no leaders who qualify.  There was only one person of perfect character who ever walked this earth.  I am not him, and neither are you.

In a previous posting, I pointed out that Leadership Failures are Usually Character Failures.  I feel confident in making the point that Bernie Madoff’s downfall was a result of a character flaw resulting from habits born through deceitful actions over an extended period of time.  However, I do not feel the same way about the sad story unfolding at Penn State and the late Joe Paterno’s role in that.

By all accounts, Coach Paterno was an honorable man.  He was known for running a clean program and winning.  He reached icon status in the area of college football.  This case is sad example of how a “negative expression of character” (Dad quote) can affect an honorable man, his reputation and the organization he led.

Based on what I know, I believe Coach Paterno was wrong.  I believe his decision to not more vigorously pursue the truth when the allegations about one of his assistant coaches came to him years ago was a terrible decision.  I do not know where his decision not to act stemmed from.  But, we all see the results.

The Bottom Line:

I delve into the Penn State story only to point out that while I believe our character is the sum total of our habits, we must all guard our decisions and learn from the mistakes of others.  My former pastor, Pete Briscoe once said, “We are all just three bad decisions away from ruining our lives.”

I have tried to develop habits that would build my character.  I believe in being a man of integrity and courage.  I try to be trustworthy, be loyal and maintain a positive attitude.  The only way I can do that is through God’s grace, one decision at a time.

Question:

When it comes to building and maintaining our character, every decision we make matters.  What do you think?

Becoming a leader of character is a process that never ends.  It is a never ending road towards a destination you can never completely reach.  But, leaders must take this road daily in order to grow and lead well.

I had the benefit of my father, General Jim Anderson, and four years of training at West Point to guide me towards being a leader of character.   One of the reasons I began to blog, consult and coach on this subject is I realized how blessed I was compared to most aspiring leaders.  I had guides!

I define character as:  Our habitual way of operating.

But how does one develop character without the benefit of a leader of character for a dad or a 4 year leadership school?  It starts by understanding how our character is formed.

From July 2 through July 9 I will be reposting 4 of the first 12 blogs I ever wrote.  They are the topics that seemed to resonate with a lot of people.  This is the second in that series.  I am taking a weeklong break to begin working on my first book.  I will return with new content on July 11.

Character Is A Journey

 Character:

• Begins with our thoughts.
• Our thoughts become our words.
• Our words lead to our actions.
• Our actions become habits.
• Our habits determine our character.
• Our character determines our destiny.

1.    Character Formation Begins With My Thoughts:  I must spend time filling my mind with positive influences.

Do This:

• Read:  A leader who doesn’t read has the same opportunity to grow as and illiterate.
• Mentors/Friends:  I become most like the people I spend the most time with.  Spend time with people who already are where or who I want to be.
• Turn Off TV:  It amazes me how much more time I have to read when I fast from the television.

Avoid This:

• Reading Pulp:  Entertainment magazines, only junk novels, rants on the internet that offer nothing but criticism.
• Negative Friends:  These are people who live life for only themselves.  They have questionable moral standards and rarely offer anything positive to say.
• Limit Mindless Input:  Do we really need to watch EVERY singing competition on TV, SportsCenter multiple times a day, House Hunters reruns or tasteless YouTube videos?

Recommendations:

• Read these:  the Bible, biographies about role models, leadership books, articles and blogs.

2.    My Thoughts Become My Words:  I must capture my bad thoughts and share my best ones.

Do This:

• Speak truth- Speak aloud my convictions about right and wrong.
• Be A Problem Solver- Offer positive solutions.
• Share- Character building things I learned this week with others.

Avoid This:

• Gossip- Serves no purpose but to make me feel better about myself.
• Complaining- Without offering solutions.
• Silence- When I see a moral wrong/injustice.

Recommendations:

• Join or create a group of like-minded people to discuss important issues and make each other better.

3.    My Speech Leads To My Actions:  “Well done is better than well said.”  -Benjamin Franklin

Do This:

• Be authentic- If I say I believe in something, then I must ACT like it.
• Be consistent- Act on my convictions in every circumstance.

Avoid This:

• Being A Hypocrite:  Everyone knows one and no one respects them.
• Situational Ethics:  See Hypocrite.

Recommendations:

• Begin today and act like my convictions matter.  Unless I act on them, my convictions are meaningless.  (See Hypocrite)

 4.    My Actions Become My Habits:  Virtuous actions repeated over time become my habits.

Do This:

• Small things- Follow my convictions in the small things and the big things become easier.
• All things:  There are no small decisions when it comes to my character.

Avoid This:

• Procrastination:  If I don’t make the right choice in the small decisions, I will not make them in the big things.

Recommendations:

• Exercise:  Just like I build muscle with low weights first, I must choose the right thing to do in little decisions:  littering, tipping, language, follow-through.  This will begin a new habit and prepare me for larger tests of character.

The Bottom Line:

Our Habits Determine Our Character and Our Character Determines Our Destiny.

I can’t read a book or go to a training seminar or a Sunday sermon and suddenly be transformed into a leader of character.  Becoming a leader of character is a life long pursuit that will determine my destiny.

If I maintain my focus on becoming a leader of character by following the steps above, I will become a person others believe in, want to follow and want to emulate.  That is a road worth travelling and a destination most people aspire to.

 Question:

What actions do you take to build your character?  How can organizations help there people become leaders of character?

I’ve read multiple articles on how coaches should deliver negative feedback.  As part of a Fortune 50 company with a stellar training department, I sat through many sessions on the same topic.  I even wrote a blog a few weeks ago addressing some of these coaching issues:  Wanted Coaches:  Wimps Need Not Apply.

So much of our time as leaders and trainers is spent on becoming better at delivering bad news, we miss the importance of being good at delivering positive feedback.  Through employee surveys, I was often reminded by those I led that I was not very good at the positive reinforcement.

Weak Praise

Looking back, this is sad.  Through 15 years in sales leadership, I had a tremendous array of people who deserved more praise than I gave them.  Looking in the rearview mirror, what I present here is a process derived from things I did poorly at times and well at other times.

Positive Feedback:  Specific, Timely, Enthusiastic, Public

1.    Specific

“Good job”.  That was my favorite praise.  My second favorite was “Nice job”.

I realize now how often my exceptional people only heard those words.  What this shows is a lack of effort on my part.  When I did it well, I delivered a message that was specific and showed that I was paying attention.

“I really appreciated the way you jumped into handle Mr. Jones’ concerns.  You listened, you empathized and then you found him a solution and didn’t pass him off to another department.  That is a great example of how it should be done.”

Now that has more impact than “Nice job” doesn’t it?  Sorry for not being specific Lori.

2.    Timely

Too often I would see something good and consciously decide to wait until it was more convenient to recognize someone.  Of course, what happened more often than not was that I never got around to it.

Every once in a while I would find a Post-It note reminding me of something Tim did 3 weeks earlier.  I’d call then and thank him.  But, the impact was lost.

A quick phone call or poking my head in someone’s office to thank them for their efforts always takes less time than I believe.  An email is ok, but again a phone call or a quick visit shows more effort on my part.

I am sorry Tim that I did not do that more often with you.

3.    Enthusiastic

Honestly, this is not an area I have trouble with.  I can really get fired up when I see something good happen and give specific and timely feedback.

I loved to see Allison’s face light up when I gave her an enthusiastic verbal pat on the back.  It is not as big a high as seeing the pride in my children’s eyes when I praise them, but it is close.

I found that if I was having a bad day, I needed to plan my response more.  Just because I didn’t feel enthusiastic at the time did not excuse me from praising my people with enthusiasm.

4.    Public

“Praise in public, admonish in private.”  Yes that was George S. Patton who coined that phrase.  Nothing could be more impactful than to take the time to give praise to your people in front of their peers.

When I did praise people in front of their peers, I prepared.  Prior to a meeting, I wrote down 2-3 specific things James accomplished since the last time we met.

At the meeting, I publicly pointed out these accomplishments to his peers and looked James in the eye and told him how much I appreciated his contributions.

But, perhaps the most impactful public recognition I ever did was at yearly Christmas parties when spouses were invited.  I would stand up in front of the room and talk about each member of my team.  I took the opportunity to tell Toby’s wife what he meant to the team and what type of man her husband was at work. When both spouses teared up, I knew I had impact.

The Bottom Line:

For years, I thought I was good at praising people because I was usually enthusiastic and I usually did it in public.   But to be truly effective and impactful, I needed to be better at being specific and timely as well.

1. Specific
2. Timely
3. Enthusiastic
4. Public

Hopefully remembering the acronym STEP will help both you and I in the future when we see someone deserving our praise.  Try it at work, but also try it at home with your spouse and your children. It will make a difference.  I promise.

Question:

Which of the STEP’s above are hardest for you?

I’ve read multiple articles on how coaches should deliver negative feedback.  As part of a Fortune 50 company with a stellar training department, I sat through many sessions on the same topic.  I even wrote a blog a few weeks ago addressing some of these coaching issues:  Wanted Coaches:  Wimps Need Not Apply.

So much of our time as leaders and trainers is spent on becoming better at delivering bad news, we miss the importance of being good at delivering positive feedback.  Through employee surveys, I was often reminded by those I led that I was not very good at the positive reinforcement.

Weak Praise

Looking back, this is sad.  Through 15 years in sales leadership, I had a tremendous array of people who deserved more praise than I gave them.  Looking in the rearview mirror, what I present here is a process derived from things I did poorly at times and well at other times.

Positive Feedback:  Specific, Timely, Enthusiastic, Public

1.    Specific

“Good job”.  That was my favorite praise.  My second favorite was “Nice job”.

I realize now how often my exceptional people only heard those words.  What this shows is a lack of effort on my part.  When I did it well, I delivered a message that was specific and showed that I was paying attention.

“I really appreciated the way you jumped into handle Mr. Jones’ concerns.  You listened, you empathized and then you found him a solution and didn’t pass him off to another department.  That is a great example of how it should be done.”

Now that has more impact than “Nice job” doesn’t it?  Sorry for not being specific Lori.

2.    Timely

Too often I would see something good and consciously decide to wait until it was more convenient to recognize someone.  Of course, what happened more often than not was that I never got around to it.

Every once in a while I would find a Post-It note reminding me of something Tim did 3 weeks earlier.  I’d call then and thank him.  But, the impact was lost.

A quick phone call or poking my head in someone’s office to thank them for their efforts always takes less time than I believe.  An email is ok, but again a phone call or a quick visit shows more effort on my part.

I am sorry Tim that I did not do that more often with you.

3.    Enthusiastic

Honestly, this is not an area I have trouble with.  I can really get fired up when I see something good happen and give specific and timely feedback.

I loved to see Allison’s face light up when I gave her an enthusiastic verbal pat on the back.  It is not as big a high as seeing the pride in my children’s eyes when I praise them, but it is close.

I found that if I was having a bad day, I needed to plan my response more.  Just because I didn’t feel enthusiastic at the time did not excuse me from praising my people with enthusiasm.

4.    Public

“Praise in public, admonish in private.”  Yes that was George S. Patton who coined that phrase.  Nothing could be more impactful than to take the time to give praise to your people in front of their peers.

When I did praise people in front of their peers, I prepared.  Prior to a meeting, I wrote down 2-3 specific things James accomplished since the last time we met.

At the meeting, I publicly pointed out these accomplishments to his peers and looked James in the eye and told him how much I appreciated his contributions.

But, perhaps the most impactful public recognition I ever did was at yearly Christmas parties when spouses were invited.  I would stand up in front of the room and talk about each member of my team.  I took the opportunity to tell Toby’s wife what he meant to the team and what type of man her husband was at work. When both spouses teared up, I knew I had impact.

The Bottom Line:

For years, I thought I was good at praising people because I was usually enthusiastic and I usually did it in public.   But to be truly effective and impactful, I needed to be better at being specific and timely as well.

1. Specific
2. Timely
3. Enthusiastic
4. Public

Hopefully remembering the acronym STEP will help both you and I in the future when we see someone deserving our praise.  Try it at work, but also try it at home with your spouse and your children. It will make a difference.  I promise.

Question:

Which of the STEP’s above are hardest for you?

I’ve read multiple articles on how coaches should deliver negative feedback.  As part of a Fortune 50 company with a stellar training department, I sat through many sessions on the same topic.  I even wrote a blog a few weeks ago addressing some of these coaching issues:  Wanted Coaches:  Wimps Need Not Apply.

So much of our time as leaders and trainers is spent on becoming better at delivering bad news, we miss the importance of being good at delivering positive feedback.  Through employee surveys, I was often reminded by those I led that I was not very good at the positive reinforcement.

Weak Praise

Looking back, this is sad.  Through 15 years in sales leadership, I had a tremendous array of people who deserved more praise than I gave them.  Looking in the rearview mirror, what I present here is a process derived from things I did poorly at times and well at other times.

Positive Feedback:  Specific, Timely, Enthusiastic, Public

1.    Specific

“Good job”.  That was my favorite praise.  My second favorite was “Nice job”.

I realize now how often my exceptional people only heard those words.  What this shows is a lack of effort on my part.  When I did it well, I delivered a message that was specific and showed that I was paying attention.

“I really appreciated the way you jumped into handle Mr. Jones’ concerns.  You listened, you empathized and then you found him a solution and didn’t pass him off to another department.  That is a great example of how it should be done.”

Now that has more impact than “Nice job” doesn’t it?  Sorry for not being specific Lori.

2.    Timely

Too often I would see something good and consciously decide to wait until it was more convenient to recognize someone.  Of course, what happened more often than not was that I never got around to it.

Every once in a while I would find a Post-It note reminding me of something Tim did 3 weeks earlier.  I’d call then and thank him.  But, the impact was lost.

A quick phone call or poking my head in someone’s office to thank them for their efforts always takes less time than I believe.  An email is ok, but again a phone call or a quick visit shows more effort on my part.

I am sorry Tim that I did not do that more often with you.

3.    Enthusiastic

Honestly, this is not an area I have trouble with.  I can really get fired up when I see something good happen and give specific and timely feedback.

I loved to see Allison’s face light up when I gave her an enthusiastic verbal pat on the back.  It is not as big a high as seeing the pride in my children’s eyes when I praise them, but it is close.

I found that if I was having a bad day, I needed to plan my response more.  Just because I didn’t feel enthusiastic at the time did not excuse me from praising my people with enthusiasm.

4.    Public

“Praise in public, admonish in private.”  Yes that was George S. Patton who coined that phrase.  Nothing could be more impactful than to take the time to give praise to your people in front of their peers.

When I did praise people in front of their peers, I prepared.  Prior to a meeting, I wrote down 2-3 specific things James accomplished since the last time we met.

At the meeting, I publicly pointed out these accomplishments to his peers and looked James in the eye and told him how much I appreciated his contributions.

But, perhaps the most impactful public recognition I ever did was at yearly Christmas parties when spouses were invited.  I would stand up in front of the room and talk about each member of my team.  I took the opportunity to tell Toby’s wife what he meant to the team and what type of man her husband was at work. When both spouses teared up, I knew I had impact.

The Bottom Line:

For years, I thought I was good at praising people because I was usually enthusiastic and I usually did it in public.   But to be truly effective and impactful, I needed to be better at being specific and timely as well.

1. Specific
2. Timely
3. Enthusiastic
4. Public

Hopefully remembering the acronym STEP will help both you and I in the future when we see someone deserving our praise.  Try it at work, but also try it at home with your spouse and your children. It will make a difference.  I promise.

Question:

Which of the STEP’s above are hardest for you?

I’ve read multiple articles on how coaches should deliver negative feedback.  As part of a Fortune 50 company with a stellar training department, I sat through many sessions on the same topic.  I even wrote a blog a few weeks ago addressing some of these coaching issues:  Wanted Coaches:  Wimps Need Not Apply.

So much of our time as leaders and trainers is spent on becoming better at delivering bad news, we miss the importance of being good at delivering positive feedback.  Through employee surveys, I was often reminded by those I led that I was not very good at the positive reinforcement.

Weak Praise

Looking back, this is sad.  Through 15 years in sales leadership, I had a tremendous array of people who deserved more praise than I gave them.  Looking in the rearview mirror, what I present here is a process derived from things I did poorly at times and well at other times.

Positive Feedback:  Specific, Timely, Enthusiastic, Public

1.    Specific

“Good job”.  That was my favorite praise.  My second favorite was “Nice job”.

I realize now how often my exceptional people only heard those words.  What this shows is a lack of effort on my part.  When I did it well, I delivered a message that was specific and showed that I was paying attention.

“I really appreciated the way you jumped into handle Mr. Jones’ concerns.  You listened, you empathized and then you found him a solution and didn’t pass him off to another department.  That is a great example of how it should be done.”

Now that has more impact than “Nice job” doesn’t it?  Sorry for not being specific Lori.

2.    Timely

Too often I would see something good and consciously decide to wait until it was more convenient to recognize someone.  Of course, what happened more often than not was that I never got around to it.

Every once in a while I would find a Post-It note reminding me of something Tim did 3 weeks earlier.  I’d call then and thank him.  But, the impact was lost.

A quick phone call or poking my head in someone’s office to thank them for their efforts always takes less time than I believe.  An email is ok, but again a phone call or a quick visit shows more effort on my part.

I am sorry Tim that I did not do that more often with you.

3.    Enthusiastic

Honestly, this is not an area I have trouble with.  I can really get fired up when I see something good happen and give specific and timely feedback.

I loved to see Allison’s face light up when I gave her an enthusiastic verbal pat on the back.  It is not as big a high as seeing the pride in my children’s eyes when I praise them, but it is close.

I found that if I was having a bad day, I needed to plan my response more.  Just because I didn’t feel enthusiastic at the time did not excuse me from praising my people with enthusiasm.

4.    Public

“Praise in public, admonish in private.”  Yes that was George S. Patton who coined that phrase.  Nothing could be more impactful than to take the time to give praise to your people in front of their peers.

When I did praise people in front of their peers, I prepared.  Prior to a meeting, I wrote down 2-3 specific things James accomplished since the last time we met.

At the meeting, I publicly pointed out these accomplishments to his peers and looked James in the eye and told him how much I appreciated his contributions.

But, perhaps the most impactful public recognition I ever did was at yearly Christmas parties when spouses were invited.  I would stand up in front of the room and talk about each member of my team.  I took the opportunity to tell Toby’s wife what he meant to the team and what type of man her husband was at work. When both spouses teared up, I knew I had impact.

The Bottom Line:

For years, I thought I was good at praising people because I was usually enthusiastic and I usually did it in public.   But to be truly effective and impactful, I needed to be better at being specific and timely as well.

1. Specific
2. Timely
3. Enthusiastic
4. Public

Hopefully remembering the acronym STEP will help both you and I in the future when we see someone deserving our praise.  Try it at work, but also try it at home with your spouse and your children. It will make a difference.  I promise.

Question:

Which of the STEP’s above are hardest for you?

I’ve read multiple articles on how coaches should deliver negative feedback.  As part of a Fortune 50 company with a stellar training department, I sat through many sessions on the same topic.  I even wrote a blog a few weeks ago addressing some of these coaching issues:  Wanted Coaches:  Wimps Need Not Apply.

So much of our time as leaders and trainers is spent on becoming better at delivering bad news, we miss the importance of being good at delivering positive feedback.  Through employee surveys, I was often reminded by those I led that I was not very good at the positive reinforcement.

Weak Praise

Looking back, this is sad.  Through 15 years in sales leadership, I had a tremendous array of people who deserved more praise than I gave them.  Looking in the rearview mirror, what I present here is a process derived from things I did poorly at times and well at other times.

Positive Feedback:  Specific, Timely, Enthusiastic, Public

1.    Specific

“Good job”.  That was my favorite praise.  My second favorite was “Nice job”.

I realize now how often my exceptional people only heard those words.  What this shows is a lack of effort on my part.  When I did it well, I delivered a message that was specific and showed that I was paying attention.

“I really appreciated the way you jumped into handle Mr. Jones’ concerns.  You listened, you empathized and then you found him a solution and didn’t pass him off to another department.  That is a great example of how it should be done.”

Now that has more impact than “Nice job” doesn’t it?  Sorry for not being specific Lori.

2.    Timely

Too often I would see something good and consciously decide to wait until it was more convenient to recognize someone.  Of course, what happened more often than not was that I never got around to it.

Every once in a while I would find a Post-It note reminding me of something Tim did 3 weeks earlier.  I’d call then and thank him.  But, the impact was lost.

A quick phone call or poking my head in someone’s office to thank them for their efforts always takes less time than I believe.  An email is ok, but again a phone call or a quick visit shows more effort on my part.

I am sorry Tim that I did not do that more often with you.

3.    Enthusiastic

Honestly, this is not an area I have trouble with.  I can really get fired up when I see something good happen and give specific and timely feedback.

I loved to see Allison’s face light up when I gave her an enthusiastic verbal pat on the back.  It is not as big a high as seeing the pride in my children’s eyes when I praise them, but it is close.

I found that if I was having a bad day, I needed to plan my response more.  Just because I didn’t feel enthusiastic at the time did not excuse me from praising my people with enthusiasm.

4.    Public

“Praise in public, admonish in private.”  Yes that was George S. Patton who coined that phrase.  Nothing could be more impactful than to take the time to give praise to your people in front of their peers.

When I did praise people in front of their peers, I prepared.  Prior to a meeting, I wrote down 2-3 specific things James accomplished since the last time we met.

At the meeting, I publicly pointed out these accomplishments to his peers and looked James in the eye and told him how much I appreciated his contributions.

But, perhaps the most impactful public recognition I ever did was at yearly Christmas parties when spouses were invited.  I would stand up in front of the room and talk about each member of my team.  I took the opportunity to tell Toby’s wife what he meant to the team and what type of man her husband was at work. When both spouses teared up, I knew I had impact.

The Bottom Line:

For years, I thought I was good at praising people because I was usually enthusiastic and I usually did it in public.   But to be truly effective and impactful, I needed to be better at being specific and timely as well.

1. Specific
2. Timely
3. Enthusiastic
4. Public

Hopefully remembering the acronym STEP will help both you and I in the future when we see someone deserving our praise.  Try it at work, but also try it at home with your spouse and your children. It will make a difference.  I promise.

Question:

Which of the STEP’s above are hardest for you?

I’ve read multiple articles on how coaches should deliver negative feedback.  As part of a Fortune 50 company with a stellar training department, I sat through many sessions on the same topic.  I even wrote a blog a few weeks ago addressing some of these coaching issues:  Wanted Coaches:  Wimps Need Not Apply.

So much of our time as leaders and trainers is spent on becoming better at delivering bad news, we miss the importance of being good at delivering positive feedback.  Through employee surveys, I was often reminded by those I led that I was not very good at the positive reinforcement.

Weak Praise

Looking back, this is sad.  Through 15 years in sales leadership, I had a tremendous array of people who deserved more praise than I gave them.  Looking in the rearview mirror, what I present here is a process derived from things I did poorly at times and well at other times.

Positive Feedback:  Specific, Timely, Enthusiastic, Public

1.    Specific

“Good job”.  That was my favorite praise.  My second favorite was “Nice job”.

I realize now how often my exceptional people only heard those words.  What this shows is a lack of effort on my part.  When I did it well, I delivered a message that was specific and showed that I was paying attention.

“I really appreciated the way you jumped into handle Mr. Jones’ concerns.  You listened, you empathized and then you found him a solution and didn’t pass him off to another department.  That is a great example of how it should be done.”

Now that has more impact than “Nice job” doesn’t it?  Sorry for not being specific Lori.

2.    Timely

Too often I would see something good and consciously decide to wait until it was more convenient to recognize someone.  Of course, what happened more often than not was that I never got around to it.

Every once in a while I would find a Post-It note reminding me of something Tim did 3 weeks earlier.  I’d call then and thank him.  But, the impact was lost.

A quick phone call or poking my head in someone’s office to thank them for their efforts always takes less time than I believe.  An email is ok, but again a phone call or a quick visit shows more effort on my part.

I am sorry Tim that I did not do that more often with you.

3.    Enthusiastic

Honestly, this is not an area I have trouble with.  I can really get fired up when I see something good happen and give specific and timely feedback.

I loved to see Allison’s face light up when I gave her an enthusiastic verbal pat on the back.  It is not as big a high as seeing the pride in my children’s eyes when I praise them, but it is close.

I found that if I was having a bad day, I needed to plan my response more.  Just because I didn’t feel enthusiastic at the time did not excuse me from praising my people with enthusiasm.

4.    Public

“Praise in public, admonish in private.”  Yes that was George S. Patton who coined that phrase.  Nothing could be more impactful than to take the time to give praise to your people in front of their peers.

When I did praise people in front of their peers, I prepared.  Prior to a meeting, I wrote down 2-3 specific things James accomplished since the last time we met.

At the meeting, I publicly pointed out these accomplishments to his peers and looked James in the eye and told him how much I appreciated his contributions.

But, perhaps the most impactful public recognition I ever did was at yearly Christmas parties when spouses were invited.  I would stand up in front of the room and talk about each member of my team.  I took the opportunity to tell Toby’s wife what he meant to the team and what type of man her husband was at work. When both spouses teared up, I knew I had impact.

The Bottom Line:

For years, I thought I was good at praising people because I was usually enthusiastic and I usually did it in public.   But to be truly effective and impactful, I needed to be better at being specific and timely as well.

1. Specific
2. Timely
3. Enthusiastic
4. Public

Hopefully remembering the acronym STEP will help both you and I in the future when we see someone deserving our praise.  Try it at work, but also try it at home with your spouse and your children. It will make a difference.  I promise.

Question:

Which of the STEP’s above are hardest for you?

I’ve read multiple articles on how coaches should deliver negative feedback.  As part of a Fortune 50 company with a stellar training department, I sat through many sessions on the same topic.  I even wrote a blog a few weeks ago addressing some of these coaching issues:  Wanted Coaches:  Wimps Need Not Apply.

So much of our time as leaders and trainers is spent on becoming better at delivering bad news, we miss the importance of being good at delivering positive feedback.  Through employee surveys, I was often reminded by those I led that I was not very good at the positive reinforcement.

Weak Praise

Looking back, this is sad.  Through 15 years in sales leadership, I had a tremendous array of people who deserved more praise than I gave them.  Looking in the rearview mirror, what I present here is a process derived from things I did poorly at times and well at other times.

Positive Feedback:  Specific, Timely, Enthusiastic, Public

1.    Specific

“Good job”.  That was my favorite praise.  My second favorite was “Nice job”.

I realize now how often my exceptional people only heard those words.  What this shows is a lack of effort on my part.  When I did it well, I delivered a message that was specific and showed that I was paying attention.

“I really appreciated the way you jumped into handle Mr. Jones’ concerns.  You listened, you empathized and then you found him a solution and didn’t pass him off to another department.  That is a great example of how it should be done.”

Now that has more impact than “Nice job” doesn’t it?  Sorry for not being specific Lori.

2.    Timely

Too often I would see something good and consciously decide to wait until it was more convenient to recognize someone.  Of course, what happened more often than not was that I never got around to it.

Every once in a while I would find a Post-It note reminding me of something Tim did 3 weeks earlier.  I’d call then and thank him.  But, the impact was lost.

A quick phone call or poking my head in someone’s office to thank them for their efforts always takes less time than I believe.  An email is ok, but again a phone call or a quick visit shows more effort on my part.

I am sorry Tim that I did not do that more often with you.

3.    Enthusiastic

Honestly, this is not an area I have trouble with.  I can really get fired up when I see something good happen and give specific and timely feedback.

I loved to see Allison’s face light up when I gave her an enthusiastic verbal pat on the back.  It is not as big a high as seeing the pride in my children’s eyes when I praise them, but it is close.

I found that if I was having a bad day, I needed to plan my response more.  Just because I didn’t feel enthusiastic at the time did not excuse me from praising my people with enthusiasm.

4.    Public

“Praise in public, admonish in private.”  Yes that was George S. Patton who coined that phrase.  Nothing could be more impactful than to take the time to give praise to your people in front of their peers.

When I did praise people in front of their peers, I prepared.  Prior to a meeting, I wrote down 2-3 specific things James accomplished since the last time we met.

At the meeting, I publicly pointed out these accomplishments to his peers and looked James in the eye and told him how much I appreciated his contributions.

But, perhaps the most impactful public recognition I ever did was at yearly Christmas parties when spouses were invited.  I would stand up in front of the room and talk about each member of my team.  I took the opportunity to tell Toby’s wife what he meant to the team and what type of man her husband was at work. When both spouses teared up, I knew I had impact.

The Bottom Line:

For years, I thought I was good at praising people because I was usually enthusiastic and I usually did it in public.   But to be truly effective and impactful, I needed to be better at being specific and timely as well.

1. Specific
2. Timely
3. Enthusiastic
4. Public

Hopefully remembering the acronym STEP will help both you and I in the future when we see someone deserving our praise.  Try it at work, but also try it at home with your spouse and your children. It will make a difference.  I promise.

Question:

Which of the STEP’s above are hardest for you?