Giving credit and encouragement
Featured in the Partnerships at Work training manual
By Ken Birkett & Val Rowland
Category: Performance Management
Credit price: 4 download credits (Single user)
It has often been said that one of the most difficult things for a boss to do is give praise for a job well done. This is for many different reasons, but forgetting or not understanding the needs of others comes high on the list. Our socialisation process, from birth onwards, encourages us to rely on external praise. One of the key aspects for subordinates is to learn to minimise the need for external approval and appreciate one’s own worth. For the role of boss it is helpful to realise that a little recognition can be extremely beneficial at no financial cost. Another response to effective performance is giving more and more work to a person who performs well. When a boss does this the ability to say no without feeling guilty is crucial. A person who finds it difficult to say no is underestimating their own value and downgrading him or herself. Another fact of working life is that some bosses take credit for a subordinate’s work that is well done. This can have a negative effect on the boss/subordinate relationship. One way of coping is for an individual to look to others for ways of highlighting achievements rather than simply relying on a boss. Secure and confident bosses give credit where it is due, encourage and motivate people and maintain a strong working partnership.
You start this training activity with participants responding to a common statement and you give input with dictionary definitions. Participants then work in pairs on an exercise involved with composing a reply to a letter. A person has not gained promotion and has sent a letter to an agony aunt asking for advice on what to do. One person from each pair is asked to read out their reply and explain their advice. After each one, participants have the opportunity to comment. You then give input on feelings of overwork and how to deal with them. The next exercise is a role play. The case is a situation where a subordinate who performs effectively has been asked to do more and more by the boss. Participants are first split into three groups with each person in the group playing the same role. After this they are re-organised into groups of three, to act out the exercise, each person with a different role. At the end they report back on what happened. You then give input on the main points of the exercise. You next move on to an exercise about learning to say no to your boss. You ask participants to work in pairs considering how they would respond to situations in the exercise. You then ask for a report back and then input with an explanation of how to say no without feeling guilty. Participants work in pairs discussing their understanding of the term ‘frustration’ and how people may behave. You give input on meanings. The final exercise is a case-study situation where a person’s boss has taken all the credit. Participants are asked to work in groups analysing the problem and then report back. You then input some ideas of what could be done. You finish the activity with a round-up of key learning points.
Who is it for: This training activity is intended for use by trainers to help participants understand the importance of giving credit and encouragement to help people feel good about themselves.
- Themes:
- Giving praise,
- Motivation,
- Performance management,
| Resource Type: | Activity |
| Min Group Size: | 6 |
| Max Group Size: | 12 |
| Typical Duration: | 02:30:00 |
| No of Pages: | 40 |
Resources: View standard resources for Fenman training activities
Purpose: This training activity is intended for us by trainers for management, leadership, teamwork, stress and interpersonal skills training programmes.
Download the training activity, Giving credit and encouragement as featured in the Fenman training manual; Partnerships at Work