"Whenever I have a meeting with the boss, I feel that I am the most important person in the company - he listens, he refuses all in-coming calls, and he gives me his total attention."
"Not my boss.... he usually makes me wait 20 minutes for our scheduled appointment, he glances at his watch several times during for half our meeting, and he often takes two or three cell phone calls during our time together."
"Our budget doesn't allow for bonus checks or monetary rewards, but my boss is always looking for small ways to communicate his appreciation of a job well done. I've gotten a Pay Day candy bar in my mailbox at work with a two thumbs up sticker attached....a hand written card expressing her joy over my work in the company... a Hero Certificate presented in front of all at the department staff meeting."
"My workplace is a bit different. Our leadership feels that the paycheck we receive is reward enough - success is what we pay you for, seems to be their motto. No real pats on the back, just a slap on the wrist if we don't measure up."
There are many languages of appreciation and many dialects in communicating just how much a leader values an employee, but one thing is consistent - effective leaders must be skilled at conveying the worth and value they place on the organization's team. Each member of the team must know that they are a vital part of the mission/vision of the institution...each must wake up every morning understanding the essential part that they play in the success of the ministry... each person must know that their leader not only depends on them, but also values their opinion and perspective.
If a member of the team does not feel that they have a voice, they will not sense ownership in the direction of the organization. If a member feels devalued, ignored, or powerless, then the organization will suffer and a culture will be created that greatly weakens the overall effectiveness and life of the ministry.
Larry C. Spears (2000), in his article, Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders, takes a look at Greenleaf's concept of servant leadership. He states, "servant leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, the servant leader is deeply committed to the growth of each and every individual within his or her organization."
Monetary compensation certainly communicates value and serves as powerful extrinsic motivation. Adequate salary and benefits are essential to attract and maintain quality personnel. The organization's sensitivity to the financial needs of each member of the workforce, is a primary factor in communicating value. But as Lennon and McCartney once penned, "Money Can't Buy Me Love" (© 1964 Northern Songs). Once a livable wage has been reached, the motivation of monetary reward decreases and other factors enter the picture that paints the portrait of value to the employee.
Delegating responsibility along with the empowerment to accomplish the task, demonstrates your trust and confidence in the employee - this shouts value. Speaking words of praise and acknowledging jobs of excellence in front of peers, reflects a leader's attention to quality - these are the cheers of influence. Personal words of appreciation, formal and informal letters of commendation, and a high-five offered with a genuine smile of victory are the small gestures that communicate huge messages of value - these are priceless expressions of the heart.
Value is also communicated to others when the leader demonstrates his/her commitment to the personal and professional growth of each employee. The boss, that is concerned about the personal family life of the worker, communicates that the employee's concerns are a priority to the company. When marriage and family are valued by the company, the employee experiences the heartbeat of the organization
There is no better way to communicate value to some employees than to provide professional development for them: workshops, webinars, training sessions, college classes, and providing for advanced degrees. As employees find themselves intellectually engaged in current best practice, ideas begin to flow, innovation begins to bubble-up, and change occurs at the grass roots level. Workers can find themselves in huge ruts of the status quo without even realizing it. Staying current allows many to climb out of the rut and provide creativity and excitement to the institution. A good leader will demonstrate the company's commitment to the people by providing and encouraging professional/personal development.
A leader must fight against the demands of management and the details of important tasks in order to be intentional about communicating value to his/her people. He/she must consider affirming words, tangible rewards, genuine encouragements, professional training, attentive listening, and many other methods to affirm his/her deep appreciation for the gifts and talents provided by each member of the team.
Spears, L.C. (2000), Character and servant leadership: Ten characteristics of effective, caring leaders. Concepts and Connections, (3), 8.
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