Creating a ripple effect of positivity and trust
Great Job! These magical two words have the capability of turning things around at workplace. By appreciating those small little things, a lot can be achieved that strategy may not help in realising. Appreciation is the magic potion that makes one feel exultant and helps bring in positive emotions in the way they connect with their peers. Appreciation also goes a long way in creating trust amongst employees and employers – forging an umbilical connection between the organisation and its resources.
Viewed as a positive takeaway for the employee in terms of selfassessment and organisational growth, appreciation from a mentor, supervisor or peer acts as an important tool for creating loyalty and trust. After all, whatever one derives from his or her assigned responsibility, nothing becomes much more valuable than the feeling of being worthy.
Appreciation done well, creates a unique sense of pride inside the organisation that serves to inspire employees and encourages them to put their best foot forward every day, knowing that their contributions are recognised and appreciated. “A state of appreciation is one of the highest vibrational emotional states possible,” said Jack Canfield in his book The Success Principles. It is appreciation that forms the most basic tenets of organisational success, both
APPRECIATION DONE WELL CREATES A SENSE OF PRIDE INSIDE THE ORGANISATION THAT SERVES TO INSPIRE EMPLOYEES
intrinsic and extraneous.
Research indicates that genuine appreciation lifts team morale and increases efficiency significantly. A survey commissioned by OC Tanner revealed that in organisations having a strong recognition programme in place, 75% of employees understand how their work makes a difference, while only 14% of those receiving weak recognition say the same. The study further revealed that 37% of employees believe that recognition causes great work.
Genuine appreciation uplifts people, and make them feel safe. On the contrary, dearth of positive feedback creates worry and misconception that turns employee attention from creating value towards survival instincts. This is emphasised by OC Tanner findings where 81% employees feel connected to the company having a strong recognition programme, with 78% having strong work relationships. Meanwhile, mere 21% employees feel connected to the company with weak recognition experiences, with only 22% having strong work relationships. This reiterates the fact that while, we humans are primordially attuned to express negative emotions — both reactively and defensively, the lack of appreciation goes on to create an indelible impact on both self and the team.
The author is chief strategist and recognition officer, OC Tanner