Anotheremployees trigger might be tied to time with you, the boss (even though hes ��workedwith you for more than five years, he still needs you to check in with him everyday,or he feels hes being ignored). Another workers trigger might be just the ��opposite�independence (shes only worked for you for six months, but if you check in with�hereven once a week, she feels micromanaged).The most powerful trigger by far is recognition, not money. If youre not �convinced ofthis, start ignoring one of your highly paid stars, and watch what happens. Mostmanagers are aware that employees respond well to recognition. Great managersrefine and extend this insight. They realize that each employee plays to a slightlydifferent audience. To excel as a manager, you must be able to match the employee tothe audience he values most. One employees audience might be his peers; the �bestway to praise him would be to stand him up in front of his coworkers and publiclycelebrate his achievement. Anothers favorite audience might be you; the most�powerful recognition would be a one-on-one conversation where you tell him quietlybut vividly why he is such a valuable member of the team. Still another employeemight define himself by his expertise; his most prized form of recognition wouldbesome type of professional or technical award. Yet another might value feedback onlyfrom customers, in which case a picture of the employee with her best customer or aletter to her from the customer would be the best form of recognition.Given how much personal attention it requires, tailoring praise to fit the person ismostly a managers responsibility. But organizations can take a cue from this, �too.Theres no reason why a large company cant take this individualized approach to��recognition and apply it to every employee. Of all the companies Ive �encountered, theNorth American division of HSBC, a London-based bank, has done the best job of this.Each year it presents its top individual consumer-lending performers with its DreamAwards. Each winner receives a unique prize. During the year, managers askemployees to identify what they would like to receive should they win. The prizevalueis capped at $10,000, and it cannot be redeemed as cash, but beyond those tworestrictions, each employee is free to pick the prize he wants. At the end of the year,the company holds a Dream Awards gala, during which it shows a video about thewinning employee and why he selected his particular prize.You can imagine the impact these personalized prizes have on HSBC employees. It s�one thing to be brought up on stage and given yet another plaque. Its another �
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thingwhen, in addition to public recognition of your performance, you receive a collegetuition fund for your child, or the Harley-Davidson motorcycle youve always �dreamedof, orthe prize everyone at the company still talks aboutthe airline tickets ��to flyyou and your family back to Mexico to visit the grandmother you havent seen in �tenyears.
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