Recognition and motivating others

Recognition and motivating others

Conversations help build the important relationships between individuals and their managers and the Trust. These relationships help build engagement. All conversations, relationships and engagement are built on trust.

Motivation, the extent to which people look forward to going to work, and are enthusiastic about and absorbed in their jobs, is an important part of engaging your team.

Recognition is one of the most powerful motivators. People need to know not only that they have achieved their objectives or carried out their work but also that their achievements are appreciated and valued.

  Check the hints and tips section for practical input to your conversations.

Match the tool to the task

  • Use Motivating for engagement to understand what you can do to build engagement and motivate your staff members.
  • When you want to recognise an individual or a team for doing something special, look for good ideas in the Recognise today resource, then use the Recognise your team members tool to guide your choice and ensure your action contributes to team motivation.
  • If you plan to recognise your team or a team member by writing about their achievement with a newsletter or general email, use the Writing to recognise and motivate tool to help you organise your thoughts and compose your communication.
  • When you want to praise someone for good work, be specific about your feedback and use the AIID feedback tool to gain maximum impact.
  • When you want to recognise someone for ongoing excellence, nominate them for an award.

Related policies and links

Further reading

  • Motivating others, Jeff Pfyffer (2012)

Hints and tips for conversations

  • Ensure the team meets regularly and discusses how to improve its effectiveness.
  • Create meaningful roles. Don't be a stickler for job descriptions. Help your employees find what they like to do best and create roles that allow them to contribute to the bigger picture.
  • Give feedback. Tell your people regularly how they're doing. Avoid generic feedback by being honest and thoughtful.
  • Offer professional development. Ask your people where they want to be in five years and be sure you are helping them get there.
  • Say "thank you". Express your gratitude by thanking them regularly for their contributions.

Designed and developed for the London Leadership Academy by Heather Schoenheimer Consulting, in conjunction with the Royal Free London Foundation Trust OD Department