How many managers consider ‘appreciating others’ to be part of their job responsibility? Not many. They tend to be too busy and too removed from their employees to notice when they have done exceptional work—and to thank them for it. Limited appreciation leads to limited motivation.

For example, recognize a high performer in the company newsletter or website. Have her manager’s manager call to thank her for a job well done. Leave a voice mail praising. Distribute a praising e-mail to everyone.

When workers and supervisors were asked to rank a list of motivators from 1 to 10 in order of importance to workers, workers rated ‘appreciation for a job well done" as their top motivator; supervisors ranked it eighth. Employees ranked ‘feeling in on things’ as being #2 in importance; their managers ranked it last at #10. What is one person’s carrot is another’s ‘yucky’ orange vegetable.

They are often too busy focusing on what’s urgent and forget about regularly motivating and recognizing employees. They forget about it until morale sinks, employees quit and then management must scramble to figure out what’s going on. At this point, responding to poor morale is much more difficult than doing little things along the way to keep it high.

When economic conditions turn tough or when the heavy work load seems never-ending, leaders tend to forget the “basics”–b

For example, recognize a high performer in the company newsletter or website. Have her manager’s manager call to thank her for a job well done. Leave a voice mail praising. Distribute a praising e-mail to everyone.

When workers and supervisors were asked to rank a list of motivators from 1 to 10 in order of importance to workers, workers rated ‘appreciation for a job well done" as their top motivator; supervisors ranked it eighth. Employees ranked ‘feeling in on things’ as being #2 in importance; their managers ranked it last at #10. What is one person’s carrot is another’s ‘yucky’ orange vegetable.

They are often too busy focusing on what’s urgent and forget about regularly motivating and recognizing employees. They forget about it until morale sinks, employees quit and then management must scramble to figure out what’s going on. At this point, responding to poor morale is much more difficult than doing little things along the way to keep it high.

When economic conditions turn tough or when the heavy work load seems never-ending, leaders tend to forget the “basics”–b

When workers and supervisors were asked to rank a list of motivators from 1 to 10 in order of importance to workers, workers rated ‘appreciation for a job well done" as their top motivator; supervisors ranked it eighth. Employees ranked ‘feeling in on things’ as being #2 in importance; their managers ranked it last at #10. What is one person’s carrot is another’s ‘yucky’ orange vegetable.

They are often too busy focusing on what’s urgent and forget about regularly motivating and recognizing employees. They forget about it until morale sinks, employees quit and then management must scramble to figure out what’s going on. At this point, responding to poor morale is much more difficult than doing little things along the way to keep it high.

When economic conditions turn tough or when the heavy work load seems never-ending, leaders tend to forget the “basics”–b

When economic conditions turn tough or when the heavy work load seems never-ending, leaders tend to forget the “basics”–building commitment and loyalty beyond the paycheck. It’s the small things everyday that can bring down morale and it’s the small things everyday that can raise performance. A holiday party or picnic once or twice a year probably won’t do it. Rather, it’s a leader’s sincere recognition that employees are assets to be valued, not tools to be used up and discarded.