In a reporter’s mind, there is hard news and soft news. Hard news refers to those stories that lead the six o’clock news or compete to appear on Page One: murders, natural disasters, wars. Everyone knows they are going to happen, but no one can predict when or where.
On the other hand, soft news stories are easier to predict: The first robin that heralds the arrival of spring; celebrations for Canada Day or Independence Day; back-to-school preparation; or Farmer Brown’s giant pumpkin.
And of course, there are the annual Christmas-shopping stories. When to start. Where to shop. What to buy that the recipients will appreciate and use, and not return on Boxing Day.
I recall watching one such report last year . . . or maybe the year before . . . or maybe I just anticipated seeing it this December. It doesn’t really matter. Such stories are as much part of our Christmas traditions as Santa Claus or turkey or greeting cards.
After describing a few gift suggestions—frequently unusual, wacky or new-to-the-market—and interviewing a few frustrated shoppers (“I just don’t know what to buy for Aunt Ethel. She is so hard to shop for. She seems to have everything.”), the reporter invariably concludes:
“You can always give them money. That is something everyone will keep.”
Wrong! No one keeps money that is received as a gift. You’ll never visit a friend who will point to a $20-bill framed on the wall, and explain that, “Uncle Eric gave me that money. He is so thoughtful. I will treasure this gift forever.”
Nope, that doesn’t happen. No one holds on to a gift of cash for very long. They receive it, fritter it away on nothing special, and forget ever receiving the money.
Money doesn’t work as a tool with which to recognize staff, either. Relying on money—or ubiquitous gift cards—is a cop-out. Their use shows we don’t know Aunt Ethel, Uncle Eric or the people we work with everyday well enough to find an appropriate way to say Merry Christmas or thanks for how they contribute. Or that we don’t care enough to seek out a gift that they will value because it reflects who they are—their interests and hobbies, the type of food they enjoy, or anything else that makes them unique individuals.
Want to recognize staff in Appropriate ways? The first step is to know staff members as individuals. In my book—Thanks! GREAT Job!—I suggest at least 53 questions, the answers to which will help you know the people with whom you work as individuals—information that will allow you to personalize the recognition you provide.
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