Encouragement Is Feedback By: James Kouzes

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Encouragement Is FeedbackBy James Kouzes
Barry Posner, Encourage The Heart
This material was designed by Quality Partners,
the Medicare Quality Improvement Organization for
Rhode Island, under contract with the Centers for
Medicare Medicaid Services (CMS), an agency of
the US Department of Health and Human Services.
Contents do not necessarily represent CMS policy.
8SOW-RI-NHQIOSC-082006-2
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Recognition Essentials

• Building self confidence through high
  expectations
• Connecting performance and rewards
• Using a variety of rewards
• Being positive and hopeful

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Building Self Confidence Through High
Expectations

• Leaders give heart to others by recognizing their
  contributions
• Leaders belief in others creates a self
  fulfilling prophecy.

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Connecting Performance And Rewards

• Make certain people know whats expected of them
• Provide feedback about their performance
• Reward only those who meet the standard

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Using A Variety Of Rewards

• The draw backs of formal rewards
• Challengean intrinsic reward
• Lunch with the boss
• A night out on the company
• Tickets to movies, ballgame, ect
• Praise

These only work when done with genuine concern
and respect.
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Effective Praise

• Timely
• Specific
• Sincere
• Proportional
• Positive

Ken Blanchard, author of, The One Minute
Manager.
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Creative Rewards

• Verbal encouragement
• Pictures in reports
• Published thank-yous
• Gift certificatesGrocery store, Gas, clothing
• Develop an in-house food store
• Granola Bars --when working short
• Special Projects-the opportunity to be in on it

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Some people make the mistake of assuming that
individuals respond only to money. Although
salary increases and bonuses are appreciated,
individual needs for and appreciation of rewards
extend much further.
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Be creative about REWARDS and RECOGNITION give
them personally.
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Be Positive And Hopeful

• The Soldiers Story

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Group 1 Soldiers were told the exact distance
they would march 20 kilometers and were
regularly informed of their progress along the
way.
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Group 2Soldiers were told , this is the long
march you heard about. Nobody knew exactly how
far they would march, nor were they informed of
their progress along the way.
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Group 3Soldiers were told they would march 15
kilometers. After marching 14 kilometers, they
were told they had 6 to go.
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Group 4Soldiers were told they would march 25
kilometers. After marching 14, they were told
they only had 6 more to go.
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Which group did the best, and suffered the least?

• No surprise Group 1 performed the best. Knowing
  how far they were going and getting regular
  reports were the keys to achieving the highest
  ratings.

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How did they do?
Group 1 given accurate information at outset and all along the way 1
Group 2 given no information at any time before or during 4
Group 3 told shorter distance at outset, told later that it was longer 2
Group 4 told at first it was longer, and later that they had less to finish 3
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Group 3 came in second. When they learned they
had much further to go, they just pulled harder.
To some, this result was surprising.
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Group 4 finished third. Apparently, its more of
a letdown to think you have farther to go and
then learn you have less, than to learn you have
more. It appears to take the spring out of your
step.
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Group 2 performed the worst. Not knowing how far
they had to march and then getting no information
along the way yielded poor results.
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Blood tests for stress indicators were taken
during the march and again twenty-four hours
later. Group 1 soldiers not only had the best
march time, but also the best test results,
indicating the lowest physiological stresses.
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If leaders provide a clear sense of direction and
provide feedback along the way, they encourage
people to reach inside and do their best.
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If giving accurate information can be so
powerfuljust think of the power of praise!
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Encouragement is feedback!!!