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Managers who often give credit when its due also do a lot better
in other workplace engagement activity
in other workplace engagement activity
In my study of 120 senior managers
we found an interesting phenomena.
Managers who very often gave
credit when it was due to employees
also did a lot better on many other
key engagement factors than
managers who often gave credit
when it was due.
The seemingly subtle difference
between "very often" and "often"
actually produced some startlingly
wide gaps in managerial performance
in such vital areas as valuing others'
opinions, asking for honesty in
others' opinions of them, accepting
blame for their mistakes, and
listening actively to others.
What this shows is that a manager
trained in acknowledging the worth of
others, and who is trained to
effectively communicate such
messages, will very likely see a
positive spillover effect in other areas
of workplace engagement activity.
For more information on our
research and how we can help you,
contact Dr. Eli Sopow.
we found an interesting phenomena.
Managers who very often gave
credit when it was due to employees
also did a lot better on many other
key engagement factors than
managers who often gave credit
when it was due.
The seemingly subtle difference
between "very often" and "often"
actually produced some startlingly
wide gaps in managerial performance
in such vital areas as valuing others'
opinions, asking for honesty in
others' opinions of them, accepting
blame for their mistakes, and
listening actively to others.
What this shows is that a manager
trained in acknowledging the worth of
others, and who is trained to
effectively communicate such
messages, will very likely see a
positive spillover effect in other areas
of workplace engagement activity.
For more information on our
research and how we can help you,
contact Dr. Eli Sopow.
From our Human Research & Development Laboratory