How about telling them? Make sure that you're rewarding employees publicly, in front of their peers, for their efforts and successes. Plaques, success boards, even the corny "employee of the month" list is an easy way to recognize their work. They key is to recognize results and accomplishments, not necessarily effort.

bruce.kane.linkedin@gmail.com
open networker: http://www.linkedin.com/in/brucekane

posted April 2, 2007

Don't micromanage them.

Pay attention to what they're doing, keep track of it, demolish roadblocks in their way, ask questions, listen to the answers. In other words, don't neglect to manage them and the work they're doing.

BUT, most importantly (or maybe just most unusually, in today's environment):

When they want to do something that's different than what you would do, or do something differently than you would ... unless there's a *really* good reason otherwise, let them go with it. ("Their way would be a disaster" is a really good reason. "What I would do would be better" is not.) Even if you have a really good reason, instead of just forbidding them, offer your "reason" and let them respond to it.

In other words, treat them as valuable contributors. It's a self fulfilling prophesy.

Works for me, as a manager or as an individual contributor.

(Acknowledging their contributions is important, too; but actions speak far louder than words.)

Hope this helps! --PSRC

posted April 2, 2007

Evan

There are many ways to accomplish this. Whatever you chose must be authentic for you. To chose a way to communicate that you value your employees that is not authentic will not go over well.

There is a great section in Kouzes and Posner's book The Leadership Challenge that addresses your question directly. The section called Encourage the heart. They have a book by the same name.

In my role I have taken to a couple of specific activities. Many of what is listed above are things I try to do every day such as listening and demonstrating respect. But I also search out specific opportunities to write thank you notes and mail them to employees homes. I find it very powerful when an employee's spouse / kids read about the good work of the employee. Also I like to do group barbeques to celebrate team performance. The way to a manufacturing worker is definitely through their stomach.

There are many other things I do but these are two of the most important ways that I show my teammembers how much I value them

Links:

• http://www.leadershipchallenge.com/WileyCDA/Section/id-131209.html

posted April 3, 2007

Hi Evan,

I think Sheila is going exactly the right way. Basically Christopher is right to, but a bit to specific although it was most likely to be only one of many examples there.

Just don't be the boss like it the old days. Be a pal to them and try to understand them in their point of view....

Be the boss you think you would want to have around if you were not the boss. That about sums it up :)

All the best


Lars Hilse
CEO
Insurancemerchant spec corp./indust. risks
(Chamber of industry and commerce-examined)
T +49 (0)4835 9513030
M +49 (0)173 5433491 (Univ. Number)
Skype: larshilse
mailto:lh@deutsche-webdesign.com
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posted April 1, 2007

Praise.

Public and private.

posted April 2, 2007

Simplest is just verbal thanks. Maybe in front of everybody. Try to make it sound non-cheesy..

The most important is to avoid morale killers like saving on the coffee money or removing privileges which are seen as already gained.

It is important to find out what motivates people. For me an extra week's vacation would be nice. For some people it might be a monetary bonus. For some people a gift certificate to their favorite hobby shop.

Again, it is important to constantly look after your employees, defend them even blindly. The basic rule is to reprimand in private but praise in public.

posted April 2, 2007

- Praise.

- Say "thank you."

- Provide opportunity: training and cross-training/committees/professional associations/meetings/events.

- Provide responsibility - and then let them use it.

- Offer some form of flexible scheduling for holidays.

- Create fun traditions (holidays/birthdays/picnics/etc).

- Bonuses: end of the year bonuses/attendance bonuses/quarterly bonuses/gift certificates.

- Food: lunch, pizza, bagels, doughnuts, chocolate anything, inhouse parties/bbqs/etc.

- Show respect.

posted April 2, 2007

Let them know that their work is really making a difference in the company (if it is) and that you appreciate their efforts. Works for me every time. I hope this helps.

posted April 3, 2007

Public recognition, asking questions about their life, spending time with them, offering opportunities to grow, providing a culture where small failures are accepted as a regular part of growth, being available to answer questions and help, saying Thank You.

I typically delegate out most of my work (even the interesting stuff!). This gives my team things to learn and I manage them learning. As a result, I need to be available to answer LOTS of questions.

I find Chris's answer disturbing in its clear gender bias.

posted April 3, 2007

I agree with Sheilah and don't forget to tell them!

posted April 4, 2007

Incentives.

They don't have to be monetary, but could be monetary related. We all like to get prizes, hence so many gamblers. The incentive could be simple, a day off, a lunch or dinner - or more elaborate, an expenses paid weekend at a resort - depending on the amount of effort or the goal.

Should these "prizes" be publicly announced, peer recognition ensues, as well as exposure to supervisors and mangers, giving the employee the feeling of opportunity within the company.

A simple open tracking method of who has won what, and how many times can boost individual morale. The danger is when an employee is never awarded a prize, and could become disgruntled. The measurable metrics need to be able to include everyone in the organization, giving everyone the opportunity to excel.

People tend to remember vacations, trips, presents and the like, more than cash rewards, which get absorbed into personal budgets.

posted April 6, 2007

Evan,

I don't know how much you know about "Emotional Intelligence", but it can be resume by the ability to lead others while being able to make yourself heard and transmit your message across taking into account each individual personalities.

Being and EI Practitioner, I work with Leaders who need to develop the right attitude toward their employees. i believe, that before being able to lead and value others, you need to accept that the journey will start by looking inside of yourself first and do what it take to acquire the skills and competences you need to value yourself. Once you're able to value yourself, it will be easier to value others!

"Emotional Intelligence" are a set of skills, including control of one's impulses, self-motivation, empathy and social competence in interpersonal relationship that help you to enhance or develop the Leader inside of you.

Once you have done that, I guess if you're able to "listen", not just "hear" them and being able to look at them in the eyes ans tell them "I understand you..", you should value and respect them.

I have found out in my personal experiences that people just want to be listen to, they don' really need an advise or an answer, most of the time they've got everything or enough ideas or resource to answer their own questions or face their own challenges (that's the coach talking!), they just need someone to tell them "it's OK" to fail, to do it wrong....and that "it's going to be OK".

Take care,

Olivier Madel-Felicite

Links:

• http://www.myaudiolibris.com/Title.aspx?titleId=4593&srch=emotional+intelli...
• http://www.myaudiolibris.com/Title.aspx?titleId=8721&srch=listen

posted April 6, 2007

The question is why do you value them? Assuming you meant value, not appreciate, it is probably because they bring some sort of value. What value? In what way are they contributing and how can you increase that contribution? That is probably the best possible way to show someone that you value them - you make them bigger contributors.

You see, in my experience, when an employee truly brings value to the team, it is because of their drive, the satisfaction they get from doing their job, from exploring their creativity, their abilities. The canned approaches of saying thank you, and other answers you already got, is just not enough for a value employee. It lasts only a short while. By allowing them to take on greater challenges - you thank them continuously.

posted May 8, 2007

Open Door Policy. As a manger, I keep my door open at all times except when meetings are in progress. I make sure that all that come into my office or meet with me are comfortable. Depending on the office, I will have a casual table available where I will get up and sit with them. No power play sitting behind the desk. I see many managers with the door alwasy closed.

Being a friend is important. But be careful, many employees can not separate a busness relationship from a personal relatinship; Thus if you have to repramand an employee for any reason that is justified, it makes it harder on you (the manager) and the one being disciplined.

Cheers,
~lb

posted May 8, 2007

Trust them, motivate them, appreciate them, give them surprise performance certificates, rewards and incentives not in terms of money but gifts, maintain their integrity and self respect, never heart their ego, give them the feeling that they are working for the best place.

I believe if you can do this people will defiantly feel that their employer really value them

Good Luck
Nasrullah

posted May 8, 2007

Listen, Involve, Acknowledge, Reward (LIAR) ... The acronym maybe corny ... but listening is the key .. both an individual and team level ... and not just by HR but by business as well ... involvement permeates ownership and ownership almost always takes away the feeling of being employed and brings in the "our" element, acknowledgement (in a big or small way) could be as tiny as discount coupons for a CD/ DVD, could be a birthday bash in office, could be a compulsory day off on wedding or anniversaries, kid(s) birthdays etc ... reward (job rotations, enhancements, perks such as assisted childcare etc.) help

posted May 9, 2007

Evan,

Just like when you love someone there are different ways to show them, there are also different ways to show an employee that you appreciate them.

Some people feel appreciated by
1. Words of affirmation: as many have mentioned: praise
2. Acts of Service: doing something for them, like having a company BBQ once a month
3. Quality Time: having drinks with everyone Friday afternoon
4. Gifts: anything and money

Basically you need to know and understand someone and speak THERE language so that THEY feel appreciated. The same way won’t work necessarily for everyone.

Nathalie

(see also ‘The 5 Love Languages link below)

Links:

• http://www.fivelovelanguages.com/

posted May 9, 2007

I believe the most important thing is your genuine attitude towards them. Most people are perceptive enough to see through the spoken word. If you are genuinely concerned about them, if you genuinely value them, it will show in your body language and warmth. You will be surprised with the support you get from your employees even when the going is not so good (sometimes, even if you are not able to pay them competitive salary).

posted May 9, 2007

Lots of different things seem to "work" for lots of different people, but NEVER underestimate the power of having a strong relationship with them, and letting them see that you are proud of them.

If you have a strong and sincere realtionship (even a strictly professional one), just knowing that you are proud of them will help to recognize their own value in the organization.

posted May 9, 2007

Ask them. Everyone is different and interprets "value" in different ways.

The problem I have with other answers is that each person may interpret "listen", "praise", and "not micromanaging" in different ways. Unless advice is very specific (even down to the exact words used) the outcomes will likely be unpredictable. So, for example, people may believe that they listen, but they way they do it may be interpreted as insincere or manipulative.

If you are dealing with a small company, you can say "How can I show you that I value you?" and "What have I done that may make you feel that you are not valued?" If you are in a large company, have the managers do the same.

If it doesn't appear that they are able (or willing) to give clear, specific answers, it might be that they don't trust you enough, that they fear being beat up for honesty. There are ways to test if this is the case. Lack of trust can be a starting place for another conversation.

Ray

posted May 9, 2007

Show them a genuine love i.e honestly care .

posted May 9, 2007

Make it personal. Know what is going on with your employees and what matters to them. Keep the knowledge current. I have done unusual things for people which mattered more than praise or a raise. For example, we had a great employee whose mother had recently passed away from heart disease at a very young age. Her immediate manager had a heart to heart conversation with her, and let me know that she was very concerned about how her family history might shorten her own life. She is a mother with young children and her mother's death made her think about the possibiity that she might not be around for them. We sent her to the Mayo Clinic for a complete cardiac exam. The health plan paid for the exam, we just offered to arrange it and pay the travel. As it turns out the employee did have some early stage issues, so the visit led her to a treatment plan which would help to prevent the kind of heart issues she is at risk for. The peace of mind she got from this, and her knowing that we care about her, was the best proof of her value to us.

posted May 11, 2007