recognition frequency trackers
Recall that, in my view, the highest-leverage behavior a leader can do is to give people positive feedback as a way of teaching them what behaviors to repeat. In the last post, I told you that the most common advice I give leaders who hire me for just a single session is to create a Recognition Frequency Tracker (RFT). Today, we’re diving in.
Before reading further though, grab a full sheet of scratch paper.
Have that in hand? On your paper, create a table with 3 rows and 3 columns. In the first column, list the name of 3 of your direct reports. In the next column, write down something they’ve done well — big or small — in the past two weeks that you have not mentioned to them. When thinking of things, ask yourself, “What behavior have I observed that I’d be thrilled for them to repeat all of the time?” In the last column, note the last time you can recall giving each person in your table a piece of positive feedback outside of an official development meeting.
A few observations may have occurred to you:
First, this was probably easy for you to do. It’s likely that you have sincere, positive thoughts that occur to you all of the time about people you lead.
Next, you may have observed that, while this thought occurred to you, it didn’t occur to you to share this thought.
On the other hand, maybe these thoughts you just generated didn’t previously spontaneously occur to you.
Nevertheless, with just a bit of reflection, these were very easily conjured. It’s important to note this tendency too.
Last, you may have noticed that it’s been quite some time since you’ve given everyone on your list some form of positive recognition.
There may be no leadership “move” with higher leverage than authentically acknowledging good behaviors that you want teammates to repeat.
Despite all the benefits of positive recognition, it is too easy to fail to share the positive reflections about others’ work that occur to us.
Given that, I am yet to find a leader whose team would not immediately be transformed by the following practice:
Set up a Recognition Frequency Tracker (or use THIS template): In the first column, list each of your direct reports. Across the first row, write the dates corresponding to one day of the week when you have 15 minutes free in perpetuity.
Set up a “Recognition Reflection” calendar event for 15 minutes weekly and attach your RFT.
At the designated time each week, jot down the piece of specific positive feedback you gave to each of your direct reports.
If you didn’t give such feedback to one of your direct reports, make a note of what feedback you want to give and then either (a) go give it (Slack, text, pop into their office, etc.) or (b) calendar yourself a reminder to do so before the end of the week.
Reminder prompt: What behavior did I observe this week that I wish they repeated all of the time?
Two common concerns typically come up at this time:
1. What if I don’t have something positive to say?
If this is the case, pay attention! This is important data for you. It’s typically a sign that either you aren’t observing enough of their work or that they may be floundering (and need some additional supports)
2. My people will object to this kind of cheesy/infantilizing/insincere leadership “move”.
If this is the case, they’re right! You shouldn’t be giving inauthentic praise (see above). This should be something that you’re sincerely impressed by and sincerely want them repeating. That shouldn’t be hard to deliver authentically. Moreover, best practice is to think hard about how each individual would specifically most appreciate the feedback. For some, that’s a casual conversation. For others, that’s whole-group recognition. (This is also nice because it allows everyone else in the org. to repeat the behavior, too.) For others still, it’s a quick text.
So kick it off: Grab the scratch sheet you made at the start of this post. Reach out to those people right now and complete your first week of RFT. You’ll be amazed by what this unlocks in your people.
-Ben
