“Encouraging the Heart” is one of five dimensions thought by James Kouzes and Barry Posner to be characteristic of all effective leaders. It is also the only way to reach the point of inspiration. This activity can act as an introduction to the subject of valuing and rewarding effort and performance in a way that will “Light a Fire” in your employees.

Use this exercise with a group of your own leaders in a training session or retreat. You’ll thank us later!

Step One:

Introduce the subject of employee recognition:

“Think of the last time you worked for someone or were part of a team when you believe you were actually inspired. How did you feel? What kind of results did you achieve? How did the manager or team leader treat you?”

Ask participants if they know what might inspire people to work. Tell them that this is the focus of the next exercise.

Divide the group into pairs and ask each pair to arrange their chairs so they are facing one another. Hand one of them two cards, with the description of the two situations listed below (role play #1 and #2). Perform this quick role play between a manager and an employee, both participants should act out both roles, taking turns.

Role Play #1: Ask the “manager” to read the card and then start the role play.

Manager: Tell your employee that you received the final report on his team’s project. Say thanks, but go on to criticize how long he took. Point out various spelling errors in the report,, tell him how you really wanted the formatting done, and so on.

Role Play #2: Ask the “manager” to read the card and then start the role play.

Manager: Tell your employee that you received the final report on the team project. Thank him or her and hand the employee an invitation to a celebration.

Step Two:

Discuss the two role plays.

Ask employees in the first role play how it felt in the second role play. (Have them try to stay in character when they explain.)

Ask managers what kind of results you are likely to get with the first method. What about the second?

Then ask everyone: “How can we recognize and inspire employees when they do good work, yet still give the necessary criticism constructively?”

Discuss participants’ ideas on this question. Then ask, “Which inspires most? To ignore? To give negative feedback? Or to give positive feedback?”

Someone will invariably point out that the opposite of love is not hate—it is to be ignored. So, the worst thing to do is to ignore the person’s effort or accomplishment. Being negative is the next worst.

Step Three:

Positive feedback works best to inspire, yet it is the least used. Cite the following information and write it on a flipchart or prepare a handout with all of the information from Step Three. Quiz your attending leaders on what they think of the information and discuss.

1) What do employees want from their employer or leader?

58% – To use my time wisely

52% – To have a well-managed company

50% – To use my talents sensibly

41% – To assign me only clearly defined tasks

39% – To provide experiences that will enhance my career

31% – To thank me!

2) The number-one reason why people leave their positions is lack of praise.

3) In one study, managers listed “money and job security” as the top motivator they thought employees would want. What did employees list? Full appreciation for a job well done!

4) Employees want open communication, and they want to be treated with a sense of respect and trust. Leaders must encourage feedback and suggestions, and they must pay attention to them.

5) In one study of 1,500 people:

58% seldom, if ever, received personal thanks.

76% seldom, if ever, received written thanks.

81% seldom, if ever, received public praise.

Important principles:

• Top-motivating inspirational incentives must be initiated by the leaders themselves, and they must be based on performance.

• Recognition must take place as soon as possible after the achievement.
• Recognition must happen frequently. As Ken Blanchard says, Catch people doing things right!

Step Four:

Now it’s time to practice giving positive feedback aimed to inspire. Explain the four parts of positive feedback with this example:

I saw what you did.

I appreciate it.

Here’s why it is important.

Here’s how it made me feel.

Ask each pair to think of two people who deserve positive recognition. Ask them to apply the formula just outlined and practice giving recognition out loud with their partner.

Back in the total group, discuss how well this formula worked. Discuss their responses and ask for suggestions as to how people can use this method at work and at home.

Close the session by lighting a candle and enthusiastically remind people to keep the flame of enthusiasm and achievement burning by lighting the fire to inspire!