Encouragement Is Feedback By: James Kouzes & Barry Posner, Encourage The Heart This material was designed by Quality Partners, the Medicare Quality Improvement Organization for Rhode Island, under contract with the Centers for Medicare & Medicaid Services (CMS), an agency of the US Department of Health and Human Services. Contents do not necessarily represent CMS policy. 8SOW-RI-NHQIOSC

Recognition Essentials Building self confidence through high expectations Connecting performance and rewards Using a variety of rewards Being positive and hopeful

Building Self Confidence Through High Expectations Leaders give heart to others by recognizing their contributions Leaders belief in others creates a self – fulfilling prophecy.

Connecting Performance And Rewards Make certain people know whats expected of them Provide feedback about their performance Reward only those who meet the standard

Using A Variety Of Rewards The draw backs of formal rewards Challenge an intrinsic reward Lunch with the boss A night out on the company Tickets to movies, ballgame, ect Praise These only work when done with genuine concern and respect.

Effective Praise Timely Specific Sincere Proportional Positive Ken Blanchard, author of, The One Minute Manager.

Creative Rewards Verbal encouragement Pictures in reports Published thank-yous Gift certificates Grocery store, Gas, clothing Develop an in-house food store Granola Bars --when working short Special Projects-the opportunity to be in on it

Some people make the mistake of assuming that individuals respond only to money. Although salary increases and bonuses are appreciated, individual needs for and appreciation of rewards extend much further.

Be creative about REWARDS and RECOGNITION; give them personally.

Be Positive And Hopeful … The Soldiers Story

Group 1: Soldiers were told the exact distance they would march – 20 kilometers – and were regularly informed of their progress along the way.

Group 2: Soldiers were told, this is the long march you heard about. Nobody knew exactly how far they would march, nor were they informed of their progress along the way.

Group 3: Soldiers were told they would march 15 kilometers. After marching 14 kilometers, they were told they had 6 to go.

Group 4: Soldiers were told they would march 25 kilometers. After marching 14, they were told they only had 6 more to go.

Which group did the best, and suffered the least? No surprise: Group 1 performed the best. Knowing how far they were going and getting regular reports were the keys to achieving the highest ratings.

How did they do? Group 1 – given accurate information at outset and all along the way # 1 Group 2 – given no information at any time before or during # 4 Group 3 – told shorter distance at outset, told later that it was longer # 2 Group 4 – told at first it was longer, and later that they had less to finish # 3

Group 3 came in second. When they learned they had much further to go, they just pulled harder. To some, this result was surprising.

Group 4 finished third. Apparently, its more of a letdown to think you have farther to go and then learn you have less, than to learn you have more. It appears to take the spring out of your step.

Group 2 performed the worst. Not knowing how far they had to march and then getting no information along the way yielded poor results.

Blood tests for stress indicators were taken during the march and again twenty- four hours later. Group 1 soldiers not only had the best march time, but also the best test results, indicating the lowest physiological stresses.

If leaders provide a clear sense of direction and provide feedback along the way, they encourage people to reach inside and do their best.

If giving accurate information can be so powerfuljust think of the power of praise!

Encouragement is feedback!!!