Rewards

In management, we know that behaviors that are rewarded tend to be repeated.  People will behave in ways that are rewarded.  But many reward systems are dysfunctional.  In a recent Leader to Leader article, Bob Nelson and Dean Spitzer point out the following:

·         Leaders want teamwork, but they often reward employees who compete with one another.

·         Leaders want high performers, but they often reward seniority.

·         Leaders want problem solvers, but they actually reward problem hiding.

·         Leaders want employees to share information, but they reward individual expertise.

·         Leaders want outstanding customer service, but they reward lack of complaints.

·         Leaders want a safe workplace, but they reward employees for not reporting accidents.

·         Leaders want creativity, but they reward conformity.

Since rewards and recognition are powerful tools in influencing behaviors, it is important to examine exactly what is being rewarded and recognized.  As Nelson and Spitzer emphasize:

·         If we want teamwork, reward collaboration.

·         If we want high performance, recognize results.

·         If we want problem solving, recognize solving problems.

·         If we want knowledge sharing, recognize organizational expertise.

·         If we want customer service, recognize customer loyalty.

We get what we reward and recognize.  What kind of behaviors do you really want from people?  What are you rewarding? 

·         If we want safety, recognize safe behaviors and conditions.

      If we want creativity, recognize creative thoughts and behaviors.