Leadership Isn't For Cowards: How to Drive Performance by Challenging People and Confronting Problems

Chapter 23

What, When, and How?

Recognition is as much for you as it is for your followers. It’s as much about keeping things in perspective, focused on what matters, as it is making your employees feel valued. It’s really about the human, artistic side of business, which, for my money, is the most critical part of the whole equation of courage. Being bold in calling out sales numbers, profit margins, and strategic plans takes courage, for sure. Asking your group to really stretch is critical. Driving results through the business is a big part of what a leader does. But there is nothing quite as courageous as truly understanding and caring about the impact of your words and actions on the lives of those you work with. The humility that comes with making certain that your followers are the company heroes makes your success deeper and more profound. It transcends money and other material rewards—not to say that money isn’t nice. You can’t spend good feelings, and the bank isn’t likely to accept satisfaction in lieu of a mortgage payment; however, the personal effects of your leadership and your acknowledgment of progress are long-lasting and impact not only your followers’ work but every aspect of their lives. That is why it is important to know what kind of acknowledgment to give, when to give it, and how.

This is not just about feeling good. While I certainly hope your followers feel good as a result of your acknowledgments, I hope even more that it instills a sense of motivation ...