I was talking with a Blanchard Coach the other day about the topic of recognition. One leader she’s working with had noticed that although there were “formal” recognition programs in his company, he believed there was a need for informal, just-in-time recognition. I reminded the coach that Ken Blanchard calls that catching people doing things right.
As we continued on the topic, she told me how this leader wants to be very encouraging of other people in his company—and often joins team meetings to hear about the latest ideas, projects, and plans. In his enthusiasm to endorse the thinkers, he always adds value.
What happens when he “improves” on a decision? She’s going to ask him…but I’d say it’s a safe guess that when this leader speaks, others stop speaking. It’s pretty hard to disagree with the boss—especially when he’s not been part of the creative process.
This leader has a great idea—to recognize and endorse the good work of others. I’m glad he’s working with a coach to support him in this plan, because even the best of intentions can sometimes have the opposite impact! Rather than add his comments, the true value he could add in these meetings would be to really listen. Through listening, he could coax and encourage the ideas of others in these meetings. From his encouragement, better decisions can be added by members of the team.
By first stopping his own reflex to fix or improve, he will certainly then be able to catch people doing things right!