I missed dinner this evening as I worked late and then attended a charitable event which the firm was sponsoring. Many of the people taking part in the program were volunteers, who were supporting the organization to raise money for this organization that assists seniors in the Toronto community. Why were they doing this? It wasn't for money; it wasn't for career advancement; it wasn't to beat someone at something. There was something greater at play here.

So, here I am, late at night, parked in front of my computer and thinking about what motivates people to be the very best that they can be, whether at work, at social interaction or at play. Cynics amongst us will say that we work to make money; we volunteer to help other less fortunate people (likely inspired by a great many other catalysts); and we play to satisfy our competitive spirit. To repeat a refrain from a well known song, "Is That All There Is," these are the more obvious reasons for working, volunteering and playing.

However, in all of these activities, I believe there is the need for each one of us to be recognized by others for our efforts and contributions. How many times have I heard a person exclaim: "I could never please my parents," or 'my efforts are just not appreciated – I'm taken for granted"? What is lacking for these individuals to feel important, energized and willing to do it over and over again?

I believe that it is recognition that each one of us craves. Recognition is not just a nice thing to do for people. Recognition is a communication tool that reinforces and rewards the most important outcomes people create for their family, their business colleagues, their sports team members, etc. When you recognize people effectively, you reinforce the actions and behaviours you most want people to repeat.

I would like to repeat this last sentence for emphasis!

I am not referring here to employer sponsored recognition programs, which reward for performance in terms of money's worth. These are important and are proven methods for inspiring people to greater achievements. Rather, I am talking about the importance of recognizing our peers on a day to day basis for being who they are and for doing what they do. It requires energy to look about you, each and every day, and recognize your colleagues for the things that they do, whether ordinary or extraordinary. Is it better to give than to receive? Yes – just watch the facial expression and the body language of the recipient of the recognition; the 'donor' will receive back a great reward.

How to give recognition

It is easy to give recognition. You need to:

  • Be generous to others.
  • Stop being overly critical. Make your criticism constructive and don't offer it until you have first been complimentary.
  • Consciously look around for opportunities to reward your colleagues with recognition.
  • Do it when you first see or hear of some action/accomplishment (i.e. don't wait until "the milk goes sour").

Lousy excuses

I will conclude with a list of all the excuses one could give for not recognizing others and my rebuttal to each point.

  • I don't know how. (Do it a few times and it will become your modus operandi.)
  • I don't have the time. (It doesn't take much time to say 'great job' or 'thank you'.)
  • People don't care. (Oh really?)
  • It's not my job. (Supporting an environment in which people are acknowledged is everyone's job.)
  • I don't believe in rewarding people for simply doing their jobs. (Agreed, but we are not talking about an award or a reward. We are talking about an acknowledgement or reinforcement that will increase the likelihood that people will continue to do their jobs.)
  • It becomes meaningless if done too much. (Show me an environment with TOO MUCH recognition.)
  • I don't receive it, why should I give it? (Because it is the right thing to do and the more you give, the more you will receive).

About the Author

Eric Bornstein is a partner with Soberman LLP, a public accounting firm based in Toronto. He served as the Managing Partner of the firm from 2001 until December 2010. During that time, he was responsible for ensuring the continual delivery of optimal client service and was responsible for the firm's strategic direction and initiatives.

Today, Eric wears a few hats in the firm: he is the partner in charge of the firm's Risk Consulting practice and he is also the International Liaison partner to Crowe Horwath International, the international accounting body of which Soberman LLP is a member.

Eric is a frequent speaker, writer and consultant, and his focus on is business matters such as governance, transition, succession and culture.

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