Several years ago, the American Management Association (AMA) conducted a survey with 6,000 participants across the United States. The survey asked only two questions: 1) Do you get enough recognition at work? 2) Would you do a better job if you got more recognition?
The response was overwhelming: 97% of the respondents said “no” they didn’t get enough recognition at work, and 98% replied “yes” they would do a better job if they received more recognition.
To the AMA, this pointed out inadequate management practices. Obviously, not enough managers were doing a good enough job at recognizing and rewarding the people who report to them.
But I looked that the results in another way: It seemed that most of us were waiting – without much success – for someone else to acknowledge our efforts. Only then would we do a “better job.” Talk about relinquishing control!
On the other hand, some individuals (especially those who thrive on change) refuse to give anyone else control over their performance. The “change-adept” don’t wait for their employers to empower them; they go right out and empower themselves.
After I presented a program for Bell Canada in Toronto, an audience member raised her hand to comment: “I’m new to the company, but there is one change that I wish we’d make. I think we need a mentor program in this organization. To be paired with an experienced manager – to have someone to ‘show us the ropes’ – that would really shorten the time it takes new people to fit in.” From the stage, I asked (in all my consultant’s wisdom): “Well, why don’t you find your own mentor?” This woman was way ahead of me. “Oh, I already did that,” she replied. “I just think it would be a great program for all new employees.”
Of course, different people react very differently to change. Many get frustrated and pressured -- and they burn out. Others seem to thrive on chaos. It is no mere accident, no random selection by fate, as to whom will adapt optimally. While their co-workers are overwhelmed by the negative aspects of change, the change-adept take control and capitalize on opportunities they encounter daily.
The response was overwhelming: 97% of the respondents said “no” they didn’t get enough recognition at work, and 98% replied “yes” they would do a better job if they received more recognition.
To the AMA, this pointed out inadequate management practices. Obviously, not enough managers were doing a good enough job at recognizing and rewarding the people who report to them.
But I looked that the results in another way: It seemed that most of us were waiting – without much success – for someone else to acknowledge our efforts. Only then would we do a “better job.” Talk about relinquishing control!
On the other hand, some individuals (especially those who thrive on change) refuse to give anyone else control over their performance. The “change-adept” don’t wait for their employers to empower them; they go right out and empower themselves.
After I presented a program for Bell Canada in Toronto, an audience member raised her hand to comment: “I’m new to the company, but there is one change that I wish we’d make. I think we need a mentor program in this organization. To be paired with an experienced manager – to have someone to ‘show us the ropes’ – that would really shorten the time it takes new people to fit in.” From the stage, I asked (in all my consultant’s wisdom): “Well, why don’t you find your own mentor?” This woman was way ahead of me. “Oh, I already did that,” she replied. “I just think it would be a great program for all new employees.”
Of course, different people react very differently to change. Many get frustrated and pressured -- and they burn out. Others seem to thrive on chaos. It is no mere accident, no random selection by fate, as to whom will adapt optimally. While their co-workers are overwhelmed by the negative aspects of change, the change-adept take control and capitalize on opportunities they encounter daily.
posted by ckg @ 3:42 PM
0 Comments:
Post a Comment
<< Home