Workplace leadership and the art of appreciation

According to Forbes.com, the majority of people are unhappy in their jobs. It quotes one study indicating that "a full 74 per cent of people would today consider finding a new job".

An Accenture study cited, reported that the reasons for workers unhappiness included the following: 31 per cent don't like their boss; 31 due to lack of empowerment; 35 per cent due to internal politics and 43 per cent because of lack of recognition.

What is noteworthy among the above reasons is that they don't cost anything in terms of money, to make workers happy.

People just want their bosses to care about and respect them. They desire inspiration and to be enabled to perform well. They want to be treated fairly and rewarded equitably. And they want to be recognised and acknowledged for a job well done. Sounds simple enough, doesn't it?

The evidence suggests that's easier said than done, however. A management study into why American employees were leaving their companies revealed that 46 per cent felt unappreciated; 61 per cent said their bosses don't place much importance on them as people, and 88 per cent said they do not receive acknowledgement for the work they do.

I believe these findings are instructive for the local workforce.

This column encourages corporate leaders - executives, entrepreneurs, managers, and supervisors - to unleash the power of appreciation in their organisations. Appreciation is a simple, yet potent force for motivating and inspiring your employees.

Appreciation engenders work-life satisfaction. It dramatically reduces the likelihood of losing your best workers. Employees who feel appreciated are more productive and make more money for your company. Appreciated workers make more cheerful, optimistic, creative, dedicated and loyal team players.

One intriguing fact I've perceived after reviewing many studies into what motivates employees is that managers and supervisors routinely assume the opposite of what the employees themselves cite.

Workers consistently cite 'appreciation' at, or near the top of their motivation hierarchy. Managers and supervisors, in contrast, cite good wages, while relegating appreciation at, or near the bottom of their employees' motivation ladder.

My recent Gleaner Careers articles have featured letters from unhappy employees who want to quit for a variety of reasons. In every case, poor wages have been a secondary reason for wanting to quit. Disrespectful bosses, lack of appreciation and recognition and lack of upward mobility have been the main reasons cited.

This problem isn't intractable. Enlightened leaders should willingly adopt the following appreciation tips:

n Identify one deserving employee to express appreciation to, at least weekly. Express appreciation by writing an email or letter, by telling them or by doing something for them.

n Catch workers doing a good job and commend them.

n Develop a stronger culture of appreciation at your company.

n Show leadership in reducing criticism, complaining and fault-finding, while increasing appreciation.

After all, it is true what Charles Schwab, founder of Charles Schwab & Co. said: "I have yet to find a man, however exalted his station, who did not do better work and put forth greater effort under a spirit of approval than under a spirit of criticism".

n Glenford Smith is a motivational speaker and success strategist. He is the author of 'From Problems to Power' and co-author of 'Profile of Excellence'. glenfordsmith@yahoo.com