Two Factors for Winning Over Cultural Differences

Are there differences with giving meaningful recognition by people from different countries? The simple answer is, “yes”. Some countries are better at it than others.

The solution is very interesting.

After an 8 country tour of Europe while conducting training sessions there, I started to observe some patterns of behaviour. In fact, by the presence or lack of these behaviours one could predict the level of proficiency in giving effective employee recognition from one country to another.

Now while I cannot generalize from the representatives from one client to the citizens of a country as whole, there is still much that can learned from these two variables.

Are you ready for them?

By the degree of courtesy demonstrated and the quality of leadership displayed one could create a strong correlation as to who had high versus low recognition specific scores from their engagement survey.

Low courtesy and weaker leadership = low recognition scores.

High courtesy and strong leadership = high recognition scores.

These factors did not reside in just one person. They were manifest by the first person met whether at the reception or on the elevator. It seems either everyone reflected these qualities or just a small subset did. The more universal courtesy and leadership were in an office this impacted the kind of scores an office achieved.

So how courteous are your people to those who visit your company? Does everyone display leadership qualities in doing the right thing without having to ask someone?

Two simple ideas for overcoming potential cultural limitations in giving recognition in the workplace.

Oh ...you’re very welcome!!

CNN Effect for Communicating Recognition to Senior Leaders

In order to get senior leader buy-in to strategize, align and use recognition effectively you may have to use the CNN Method to communicate the power and benefit of recognition practices and programs.

My travel across Europe and staying in hotels causes me to turn on the English version of CNN to catch up on the news. You can use the CNN methods of news reporting to inform, inspire and reinforce recognition with your senior leader team.

Let’s examine closely and apply the CNN Method of communication

Developing Story
Often you will hear and see the broad headline category of a Developing Story on CNN. Keep your leaders informed of any new developments with recognition practices or programs. Never let them hear about some new recognition initiative through the grapevine. They must hear directly and where possible hear it first.

Breaking News
Negative news always travels faster than positive with some research stating 10 times faster. Provide your leaders with any recognition faux pas in presentations or missed recognition opportunities with employees so they can be addressed quickly and apologetically. At the same time make sure they hear about exemplary actions and behaviours of people that might provide your leader with a chance to shine by sending some personal acknowledgement to an employee in the company.

Scroll-bar Updates
You’ve seen them while watching a CNN report. Underneath the camera shot or news report you find succinct news updates highlighted in short text scrolling to the left underneath. This is similar with providing short email reports to a leader on what’s happening. Or it’s taking advantage of hallway or elevator encounters to give a headline version report to them.

Special Report
Then on a predetermined frequency you need to provide your leaders with Special Reports. These are the accountability reviews that should be held at least quarterly with an annual end of year review ahead of annual planning for the following year.

So take advantage of one of the media's leading news sources in communicating your recognition messages...use the CNN Effect.

Make Eye Contact

Flying over to Europe yesterday (and today!!) to conduct some recognition training for a client, I realized that I am making some extra effort to make better eye contact with those I thank.

Check out what happens for you when you thank someone. Do you take the time, as I had to, to look up, focus clearly on the person's eyes, and THEN say thank you?

Often it is easy to make a tertiary glance towards someone but with eyes never meeting one another.

For me, the response was almost consistently to receive a smile back and, I believe, a more enthusiastic intonation in the verbal response back.

Take time today, and everyday, to assess your experience and make better eye contact with those you acknowledge face-to-face.

Survivor's Strategy

You’ve heard the numbers. As of April 2009, the U.S. national unemployment rate was 8.9%, which constitutes 13.7 million workers out of work which is up from the prior month. These figures strike fear in employees and leaders alike but what turns fear into terror? Seeing it happen right before your eyes.

Watching fellow worker’s positions eliminated is extremely stressful for the workers left behind. Those remaining are made to feel they are the lucky ones. But these workers may not be feeling all that lucky. Eight-hour shifts now stretch into ten-hours or more. These employees have taken on the additional tasks and duties of those recently let go.

Dr. Jean-Pierre Brun in a study at the University of Laval in Quebec, showed the second highest cause of workplace stress was a lack of recognition. No recognition came only one place behind being overworked.

To help reduce employee stress leaders must improve the quality of recognition being delivered and create greater connection with each other.

Action Items

1. Allow your employees to connect with those around them. Increase the social aspect to break the intense level of pressure employees are feeling through lunches together or sports activities, etc. Don’t forget to connect yourself with employees by getting out on the floor and listening one on one and providing feedback.

2. Express appreciation every chance you can. Employees need to know you understand their feelings. Acknowledge the stress and pressure they are going through.