A characteristic example is the difference between a presenting a Levenger gift certificate and asking an employee to attend a meeting on your behalf.

The first is an extrinsic motivator, and worse, one readily interpreted to fit the demeanor of the employee. It might be construed as a condescending carrot (a token gift in lieu of what you’re actually worth) or a passive-aggressive stick (you should really be more organized and professional.) These feelings are automatic and the phenomenon is well supported by research. We should avoid bonuses because they corrupt the relationship between work and reward.

The second example—”attending a meeting in your place”—provides for a source of intrinsic motivation. If an employee is sent to brainstorm or make decisions on behalf of their supervisor, they have been endowed with responsibility and authority. This is a fantastic way to engender growth because it demonstrates trust.

However, we should be conscious of how we characterize the request and the follow up. The word “proxy” implies that the employee acts on our behalf, but does not clearly state that they are trusted to bring their own ideas and judgment to the meeting. Likewise, the term “fresh feedback” may suggest that the employee’s entire purpose was to report on what they observed instead of the influence they exerted through their own autonomous contributions.

A manager who provides thoughtful attention is clearly superior to one who is aloof. However, a workplace dedicated to the full delegation of responsibility and authority is one where people are intrinsically motivated to innovate.

It’s okay to give trinkets and words of encouragement. But these aren’t the reason that people work, and such tokens can backfire. This style, unwittingly abused, is the basis of wildly popular sitcoms and comic strips.

Instead, try to give what matters: your time and attention, and best of all, give the power to do more. The greatest recognition an employee can receive is your confidence in them.

This post is further evidence you need to keep blogging. Here is why I like this post:

1. It gives practical yet impactful suggestions that are not commonly thought of or done. These are fresh ideas!

2. I tell everyone I have yet to find a business, especially in this emerging new economy, in which employee cost (wages, taxes, benefits, etc.) are not the number one or number two largest expense in a company. The things you have mentioned are ways to help make those dollars spent more effective…but that is not all. They are genuine acts of kindness that make a professional relationship more real and help leaders to change the lives of those they lead. My CFO side might call these activies “human asset management,” but my leadership side calls this “helping people rise to beyond even their own expectations.”

3. There is nothing in your list of suggestions that would make either party feel uncomfortable once it is done. Before-hand the manager/leader may feel a bit uncomfortable, but that is usually a just a positive sign of change. Some of these things will draw the manager/leader out of their comfort zone, which is something they should probably be doing more often.

4. I appreciate that your list addresses how to improve morale with knowledge workers. Suggestions like magazine subscriptions and other tools, unlike a hammer or electric saw, are the things knowledge workers needs to continually stimulate their minds and grow professionally.

5. Isn’t the real measure of success of a leader to train their replacement? I think your suggestions for extending TRUST to employees will foster this.

I could go on with a few more, but I will stop for now. I’m taking the kids to a movie this morning so Mom can get some well-needed rest.

Enjoy the holidays, Kelli!

Ken K.

I love the suggestion of offering opportunities for trust. I still remember the first time a manager of mine asked me to sit as a proxy for him at a stakeholder meeting. It may have been a small gesture but at the time, it was quite a boost of confidence for me.

Thanks,

Josh