Latest / New Manager Conversations with Fexingo: First 90 Days, Managing Former Peers, and Leadership Basics / How New Managers Can Give Effective Recognition
Transcript
- Lucas: So, Luna, let me start with something that happened at a mid-sized tech company last quarter. A new manager, Sarah, took over a team of seven developers. She noticed morale was slipping, so she started sending a weekly email to the whole team, praising everyone for 'great work.' But within a month, the team started rolling their eyes at it. Luna: Classic. Generic praise is worse than no praise at all, right? Lucas: Exactly. And that's the angle I want to drill into today: recognition. It's one of the most underrated tools a new manager has, but most of us are terrible at it. We either overdo it with vague compliments or forget it completely because we're buried in tasks. Luna: Yeah, I've seen that. People think they're being nice, but it comes off as insincere. So what's the fix? Lucas: Well, the research is pretty clear. According to a Gallup study, employees who receive meaningful recognition are more engaged, more productive, and less likely to leave. But the key word is 'meaningful.' That means specific, timely, and tied to actual behavior or outcomes. Luna: So, what does that look like in practice? Can you give me an example? Lucas: Sure. Let's use Sarah. Instead of 'great work on the project,' she could say, 'I really appreciated how you caught that edge case in the login flow on Tuesday. That saved us from a potential security issue.' That's specific, it ties to a behavior, and it shows you were paying attention. Luna: That's so much better. It's like they feel seen. And that's what we all want, right? Lucas: Absolutely. And there's a framework that helps with this. It's called the SBI model, which stands for Situation, Behavior, Impact. You describe the situation where you saw the behavior, then the specific behavior, and then the impact it had on the team or the project. Luna: So, it's like a mini report. But do you have to do that every time? That sounds exhausting. Lucas: No, not every time. The point is to make it a habit, but you can adjust the depth. For a quick win, a simple 'You handled that client call really well today' is fine. But for those moments that matter—like a project milestone or a tough problem solved—the SBI model adds weight. Luna: Okay. And what about the timing? I've heard that recognition should be immediate, but sometimes I wait for the quarterly review. Lucas: That's a common mistake. Recognition loses its power if it's delivered weeks later. The brain links the praise to the memory, but if you wait too long, the connection fades. So, try to catch people in the act, or at least within a few days. Luna: But what if you miss the moment? I sometimes forget until the next one-on-one. Lucas: That's fine. Better late than never. But you should acknowledge that you're late: 'I know this is a few weeks old, but I still remember how you handled that.' That honesty makes it more authentic. Luna: Good point. Now, what about public vs. private recognition? I feel like public recognition can backfire if someone is introverted. Lucas: You're spot on. Some people love a shout-out in the team meeting, but others cringe. The key is to know your people. For introverts, a private word can be more meaningful. For extroverts, public recognition might energize them. So, ask them or pay attention to how they react. Luna: So, it's not one-size-fits-all. That makes sense. But what about the opposite problem—when recognition feels like it's only for the high performers? What about the people who do the steady, invisible work? Lucas: That's a great point. Recognition shouldn't only go to the stars. You need to recognize the reliable folks who keep the ship running. Otherwise, they'll feel taken for granted. And eventually, they'll stop going above and beyond. Luna: So, how do you make sure you're not missing them? Lucas: I'd suggest keeping a simple log. At the end of each week, jot down a few things you noticed each person do. It doesn't have to be formal. But it helps you spot patterns and ensure you're giving recognition fairly across the team. Luna: That's a practical tip. I'm going to steal that. But there's another angle: What if you have a direct report who's struggling? Do you still recognize them? Lucas: Absolutely. In fact, recognition can be a powerful motivator for someone who's underperforming. You find something they did well—even if it's small—and you acknowledge it. That builds trust and opens the door for coaching. Luna: That makes sense. It's not about ignoring their issues, but about giving them a reason to improve. Lucas: Exactly. And that ties into something else: recognition should be about behavior and effort, not just outcomes. Because outcomes can be influenced by luck or external factors. But when you recognize the effort, you reinforce the kind of behavior you want to see more of. Luna: So, like, 'I noticed you stayed late to help the new guy get up to speed.' That's effort, not necessarily a win. Lucas: Perfect example. And that kind of recognition builds a culture where people help each other, because they know it's noticed. It's not about being a cheerleader; it's about being a coach who sees the plays. Luna: I love that. Now, let's talk about the elephant in the room: What if you have a team member who is overly competitive and gets jealous when others are recognized? Lucas: That happens. The best approach is to be consistent and fair. And if you have a competitive person, you can frame recognition as a win for the team, not just an individual. Like, 'This person's work helped us hit our goal, which benefits everyone.' Luna: So, you're reframing it as a collective achievement. That's smart. And it also prevents the office politics that can come with praise. Lucas: Exactly. And that's also why I like to recognize in team meetings for things that are visible to everyone, but keep the more personal or developmental feedback for one-on-ones. It balances the public and private sides. Luna: This is all really solid. I'm thinking about my own experience as a manager. I used to wait for the annual review to give feedback, and that was a mistake. Now I try to do it in the moment. But it's still hard to remember. Lucas: Well, that's where the log comes in. And also, you can set a reminder on your phone. Like, every Friday at 4 PM, 'Have I recognized someone this week?' It becomes a habit. Luna: That's a good trigger. And I should also mention that we're in the middle of a pandemic, and I think recognition matters even more now. People are feeling isolated and uncertain. Lucas: Absolutely. Remote work makes it harder to see people's efforts, so you have to be more intentional. And that's why it's important to create a culture where recognition is part of the daily rhythm, not a rare event. Luna: So, let's talk about some common mistakes. I've seen managers who use recognition as a manipulative tool, like, 'Great job on that report, now can you do this one?' Lucas: That's the worst. It's transactional, and people see right through it. Recognition should be genuine and not have a hidden agenda. If you're always looking for something in return, your words will lose all value. Luna: Yeah. And I think that's why it's important to separate recognition from rewards. Rewards are like bonuses or prizes, but recognition is about acknowledgment. Lucas: Good distinction. And the research shows that recognition is often more motivating than money. In fact, a study from the London School of Economics found that performance-related pay can actually decrease intrinsic motivation. But recognition builds intrinsic motivation. Luna: That's counterintuitive but makes sense. When you pay someone to do something they love, they might start doing it for the money instead of the love. But recognition makes them feel valued for who they are. Lucas: Right. And that's why as a new manager, mastering recognition is one of the highest-leverage skills you can develop. It costs nothing, takes a minute, but the impact on team culture and retention is huge. Luna: So, if I take one thing away from this episode, it's to be specific, be timely, and be sincere. And maybe keep a log. Lucas: Exactly. And remember, recognition isn't just about making people feel good. It's about reinforcing the behaviors you want to see. So, in a way, it's one of the most powerful tools you have to shape your team's culture. Luna: That's a great note to end on. And you know what, Lucas, I think this is such an important topic that we should remind our listeners that they can support us in keeping these conversations ad-free. Lucas: Absolutely. We've always believed that this podcast should be free of ads, so you can focus on the content. If you've found value in what we do, and you want to help us keep it that way, you can support us at buy me a coffee dot com slash fexingo. Luna: Yeah, it's a small gesture but it makes a big difference for us. And it helps us keep doing what we love. Lucas: So, thanks for considering that. Now, back to recognition. One thing I want to leave you with is that recognition is a skill, and like any skill, it takes practice. So, start small. Pick one person this week and give them a specific, timely recognition. Luna: And watch how it transforms your team. I'm excited to try that. Thanks for the great conversation, Lucas. Lucas: You're welcome. And for our listeners, see you next time.