Emily’s white board had been in place for three days when I got the call. The tone in her voice was quite cheery.
“My team is absolutely amazing,” she reported. “The first day was tough because production was pretty much the same as before. The daily target was 175 units and we only managed to produce 86. I thought the team would implode, but when I got to work the next day, they were all there early and the line was already running. Instead of shutting down the line for break, they took breaks one at a time to keep things moving. We still only got 110 units, but they saw the improvement. Yesterday, they changed a couple of more things and we produced 140 units.
“What’s funny,” she continued. “All I have done, as a manager, is post the target number on the board in the morning and make comments about their improvement. All the changes, they have done on their own. It’s like everything has shifted. This is no longer my problem. They are working to fix it like it is their problem.”
“And, what about your morale problem?” I asked.
Emily’s face curled into a smile, “Oh, I don’t think the problem was morale.”
Recognizing great talent needs to go much farther than numbers on a white board. Employee rewards and recognition are the keys to morale, retention, and motivation.
Great post Tom -it is almost comical how something so seemingly simple as sharing goals and expectations can have such a positive impact on the performance of a team!
I have included your post in my Rainmaker ‘Fab Five’ blog picks of the week (http://www.maximizepossibility.com/employee_retention/2011/03/the-rainmaker-fab-five-blog-picks-of-the-week-1.html) to share this great lesson with my readers.
Be well!