Starting today, I’m changing the structure of the blog a bit to focus my posts on a weekly topic or theme. The Monday post will dive in more deeply into the topic, setting up the posts for the rest of the week, which will be shorter and easier to digest in our time-strapped schedules. I’ll lead each post with the key take-away – the “Recognize This” idea that resonates the most with me.
Let me know what you think. Does the new format meet your informational needs? Would you prefer the old approach or a different approach entirely?
Recognize This: Successfully implementing any new program requires involvement and input from those who will be using it.
In the spirit of these changes to the blog and my hope that you’ll share your input on them, this week I’ll be discussing the second tactic in implementing strategic employee recognition programs: Involve Program Participants and Invite Their Input.
As we discuss in our new book, Winning with a Culture of Recognition:
“A program that improves employee alignment and commitment needs input from a cross-section of employee leaders, from high-ranking executives to hourly workers. Individuals ultimately implement culture change, so gathering input from all levels early is helpful. … As you clarify your vision for recognition, balance the need for broad input against the need for a process that moves forward. … The common theme in successful program design is that the program owners ultimately have authority to move ahead. If everyone you survey has a vote (or veto) you’ll never get out of the visioning phase.”
Think about a new program or initiative you recently implemented (or were part of). Was it created in a vacuum of “people who know what’s best” making all the decisions and then delivering it as a complete package? Or was it a truly collaborative design/development experience before moving into execution?
Tell me your story. With either option above, the outcome could be good or bad. What happened to you?