Now we're going to move into a little bit of dessert. We're gonna talk about recognition, okay? This is like fun stuff. Now we want to talk about recognition because we don't want to forget to take time to do this. Sometimes we only focus on where the fires are, you know? We don't spend time on where things are going well. But it's a huge driver of motivation, engagement, satisfaction and rapport. You can network and build rapport with people that way. You can build trust. People can feel more satisfied and motivation in their jobs. They'll be engaged and want to do more in the future. It's huge. Has anyone gotten a really good piece of recognition from someone that mattered in the past quarter or past year that they can remember? Amber.
Yeah this one really shocked me. I had transitioned to more of a deeper responsibility leadership role and my CEO directly recognized me for that and was really excited and wanted to share with me that he was really excited about the work I had been ...
doing and excited to see more of what I could do. So it was amazing. (laughs)
Fantastic. How did you feel afterwards, how did it change your, anything about how you were engaged in your job?
Yeah, just the fact that he took time to do that given that we're becoming a larger company and he's very busy I felt that he was also emotionally invested in the work that I'm doing.
It's almost like you're showing someone you're aware. Hey there's a human in there, I know you're in there! Good job! Probably took a lot for you to do all that through all the times you were sick, you know maybe some plans you had to cancel some day, or you know you had to travel. Whatever it is, challenges that came up. Hey, based on all that, you made it happen, good job, right? Boom, feels so good. Okay Cory I'm bought in, recognition. We all like it, we all like feeling good. Mutual admiration society. So how do I do it well, okay? Focus on specific behavior. Specificity of language is power. Specificity of language is power. Sometimes when it comes to recognition, we get a little sloppier. We're like, it was great, I love you! Good job, do more! But let them know what the specific behavior was. Then explain the impact of that behavior. Here's what you did and here's what it cost. Awesome. The last one is be genuine. If you lay on a little too thick and you're kind of like buttering someone up, they can probably feel it. But go as generous as you really feel. Bring your heart to this one. Really give it to them, you know, when it's true. And lastly know preference of public versus private or both. You may think that you're giving someone a gift by recognizing them. But if they're mortified of public recognition, you have just damaged your relationship with them instead of improved it. So find out, and if you're not sure, ask them. No one ever feels bad if you're like, hey I'd really love to recognize you as we go forward, because I think you do great work. How do you feel about public versus private recognition, how does that work for you? No one's ever gonna be like, I can't believe you asked me that. That's like, really? Well the way I like it is, you know, right? So ask them. So I'm gonna give you a bit of a model, one more model for today. Observation, impact, significance. So it's really simple. Observation, what did you see? What did they do, okay? Impact, what did it cause? And the last piece is significance, okay? Key there is you're telling them what it meant to you or what you think the significance is for the organization, right? Here was the impact and here's why I think that's so awesome, blah blah blah blah. Giving them the context, right? That can help it really land. And what you want to think about is, the first one is objective, what you saw. The second one is mostly objective. What's the impact, right? Boom boom, here's what you did, here's what it caused from my perspective. And the last one is like, you can really add your subjective in there, you know? Here's what I think the meaning is of that. Here's what's significant about that. And you might even communicate a little more personally. Like wow you might say something about your values. I'm all about fun in the workplace, and you are making it so fun. And for us to have a fun workplace means that people want to come here. And that's so important because we want to attract awesome people. That's gonna make our clients want to come here and shop, right, for example. You added a lot of subjective in there, but it helps the person go, yeah, I'm connected to this larger thing that's really significant. Fun isn't just fun, fun is fun! Right? So that's really on you to be able to do that. So what I'd like to do then is do a little bit of a demo on this, and I'll go first. And then I'd love just a couple recognitions from the group, and we're gonna kind of like come to a close after that. So think about someone you might want to give recognition to. It could be someone in the room, if so that's great. If it's not you can give recognition to someone in your life whether it's a family member, a friend, a teammate, whoever. I just want to hear practice. This is like usually really fun to hear. You're gonna notice when someone else recognizes someone, it's feels really good. Okay. So I'll go first. So I want to recognize today the crew that made this all happen. Everyone came in early, on time, with good attitudes, which caused me very early in the morning to have the right attitude and feel confident that today was gonna go really well. And what's the neat thing about that is then if we're aligned on the crew side and me as an instructor feel good and we all feel good, then you as students get to feel good, and the folks online get to have an experience, it's actually gonna help them get to where I want to go. Right? We have to earn your attention. So if things aren't going well here, you're gonna get distracted and not be able to focus on the things that you actually want to grow in, right? So that's why it's so significant, these little things of showing up on time, having a good attitude, having my favorite tea prepared over here, has a huge impact. So I just want to thank the crew for being amazing all day today. Cool, so that was doing observation, impact, significance. I'd love to hear at least two of these. So if someone would like to start us off with one, let's practice.
I want to recognize Diane for setting this up today. This was a huge impact for me because I've learned so much about myself as a leader, and I know I can take these tools and bring to my team. And this is significant because it's a bonding experience for her and I.
Amazing. A little round of applause for the first one, good job. So I even heard two pieces of significance. One, you two are bonding, because you showed up together, she brought you. Two, you're gonna be able to bring this to your team. So not only does it have an impact where you grew, but it's gonna be significant in it's tail effect, yeah? Beautiful. Okay let's hear one more. Yes.
Okay, so I want to recognize Cory.
Oh, stop it! (laughing) I'm gonna leave, you guys, someone else can lead really quick. Chris, you got this Chris? All right, go ahead. (laughs)
No I want to recognize Cory for, A, you know doing this amazing class, and letting me be part of it. The impact of this is I lead a team and giving feedback and some of the topics that were covered today is actually important to me and something that I struggle with. So I feel like this is something that I can take back and apply. And significance, I think I got to know you a little more, and kind of your work, and I learned in the process as well. So I thought it was a win win.
Oh, round of applause for that. (applause) Give me a hug, get over here. That's so sweet, thank you. Probably the mic went crazy when we hugged there, but that's okay. Thank you, that was so sweet. Would anyone like to squeeze one in before we go, someone make someone feel good? Okay, going once going twice, going thrice, perfect. So you can see the same kind of structure that worked for a challenging conversation where we gave you a little bit more structure, because it can get a little wonkier, right? So you want to have a little bit more structure to rely on. Like if there's an earthquake you want your house built well. It's kind of the same stuff that we used in recognition, right? Some of the same principles. So it really comes down to this idea of being clear and intentional. Bringing yourself as a part of it, but not getting lost in that context.