Matthew Kirdahy writes in Forbes about why employees become dis-satisfied at work.
The article has an interview with Mike Robbins , author of ” Focus on the Good Stuff: The Power of Appreciation “(Jossey-Bass, $19.95). Mike talks about the value and importance of acknowledging a job well done.
According to the Department of Labour, 64% of working Americans leave their jobs because they don’t feel appreciated, while Gallup research shows that 70% of working Americans say they receive no praise or recognition on the job.
I asked myself. Why is it so hard to say “Well Done”? Here are a few of the more common reasons (excuses, really?) that I have heard:
- Praise spoils the recipients. They will ask for more.
- Spoils my image of being a tough boss.
- Can’t praise one and not praise all. Devalues standards.
What are the reasons you have heard for not saying “Well done!”?
People at Work & Play 
I think some very task focussed managers find it hard to spend time on saying thanks. They just expect people to get on with their jobs well. They have no problem with spotting problems though and letting others now about them!
Long traditions of management by exception also have not helped.
There is a difference between praise and affirming feedback. I see many managers who rely too much on praise (generic ‘thank yous’) that leave employees struggling to work out what it is that they have done so well. Clear affirming feedback leaves them in n doubt about what aspects of their performance and behaviours the manager hopes to see more of. We have blogged about thsi at http://progmanager.wordpress.com/2007/09/10/why-is-affirming-feedback-so-hard/
Thanks, Mike. While affirming feedback is more appropriate, I guess, there is a need for managers to say “well done” too.