These is no other way to describe the following exchange between two characters in Looking Good Dead, a mystery novel by British writer Peter James.
It is difficult to imagine anyone, in any school, office or other workplace, responding in a similar fashion to words of appreciation.
‘I’m coming up there myself,’ (Roy) Grace said. ‘I’ll be about ten minutes behind you.’ ‘I’ll have the results waiting for you.’ ‘I appreciate it.’ ‘Actually, I don’t give a @#!* whether you appreciate it or not,’ the SOCO said, staring straight at the Detective Superintendent. Sometimes Grace found it hard to tell when Joe Tindall was being serious and when he was joking; the man had a peculiar sense of humour. He couldn’t gauge it now. ‘Good!’ Grace said, trying to humour the man. ‘I admire your detached professionalism.’ ‘Detached, bollocks!’ Tindal said. ‘I do it because I’m paid to do it. Being appreciated doesn’t bang my drum.’
Unlike Joe Tindall, most staff members would say that appreciation does “bang my drum.” They would prefer that a whole drum line celebrated their work.
Over the years, I have asked many participants in my programs if they felt they received too much recognition.
The universal response, whether I am working with teachers, health care workers or employees of construction companies, never varies. No one has ever said, “That’s me! I just want to go up to the boss and say, ‘No more recognition, please!’”
According to a new report from Gallup and Workhuman, just 23 per cent of employees strongly agree that they are satisfied with the amount of recognition they receive. That leaves three quarters of staff feeling less than satisfied with the amount of recognition they receive.
Separate research by Gallup found that 65 per cent of employees had not been recognized in the past year.
Another study—this one by Authentic Recognition—paints a somewhat brighter picture. Among workers asked, 42 per cent felt that the recognition they received from their immediate supervisor was “about the right amount,” while 39 per cent felt that recognition was not frequent enough and 15 per cent said it was “about frequently enough.” At the other end of the scale, only one per cent felt they were recognized “much too frequently” and another two per cent said that it was a “little too frequently.”
It’s fair to conclude that people believe you can’t provide too much recognition—if the recognition is Genuine.
I realize there are some managers who believe their staff is made up of people like Joe Tindall.
“I don’t feel we should thank people for just doing their job,” they say.
Other supervisors think recognition is unimportant for another reason: “I don’t get any recognition myself—never have, didn’t need it.”
These are among the most common reasons one hears for not recognizing staff, all of which are simply not valid. They are just excuses for doing nothing.
Ironically, these same managers see no contradiction between not recognizing their staff and what they, themselves, do when attending sports events and concerts. They join other fans in cheering loudly when athletes and performers do their jobs well, whether it’s scoring a goal or singing one of their hit tunes.
They likely even cheer when these well-paid professionals simply show up for work, be that running onto the field, skating onto the ice or stepping onto a stage.
How might those managers who claim to have never received praise or recognition feel now, had they had been thanked for jobs well done? What if they had received regular praise? What difference would that have made?
Some managers think the bashfulness or awkwardness that some staff members exhibit when being thanked means they want their fine work ignored. Phrases such as, “I was just doing my job,” or “anyone would have done the same thing,” are seen as evidence that those employees don’t want or don’t need recognition.
The actual response to their awkwardness should be to offer more recognition, not less. A lack of recognition in their past may mean that they are unsure of how to accept recognition.
Eventually, staff members will learn that the appropriate way to respond when they receive praise is with a smile and a simple, “Thank you for noticing what I do.”
In the real, non-fiction world where we live, you will encounter very few employees like Joe Tindall, who are satisfied with just the financial reward of doing their job. Most want more than financial income. They are also looking for emotional income—the feeling that they are valued for who they are and appreciated for what they do.