Why 'Participation Trophies' Don't Work

Many leaders are frustrated leading five generations in the workplace today, especially when they hear things like: “You need to show more appreciation to your employees…”

Why??

Because they see it as giving away?“verbal participation trophies” all day, every day—just to keep their employees motivated.

And I totally get how they feel!

Interestingly enough…science proves these leaders are RIGHT!???

Carol Dweck, an American psychologist and psychology professor at Stanford University who is known for her work on growth and fixed mindset, has conducted studies that actually agree.

Her studies show that?too much praise, much like receiving participation trophies, actually leads kids to shut down and give up when faced with difficulties.

The same holds true for adults. Giving verbal participation trophies away all day every day is NOT the answer to employee motivation.

However, Dweck’s studies DID reveal what DOES work: that?targeted and relevant acknowledgment and appreciation?has a profoundly positive impact on performance and potential.

Great coach leaders know the difference between?giving away verbal participation trophies?and?giving targeted, sincere, and relevant acknowledgment—and they practice this type of acknowledgment on a regular basis.

Unlike giving a participation trophy just for showing up, acts of acknowledging, affirming, and appreciating a team member for something specific and legitimate reinforces what right looks like, and inspires growth and higher levels of confidence.

Action Steps:

If you’re a leader who wants to avoid giving away verbal participation trophies and, instead, wants to provide?targeted and relevant acknowledgement that inspires higher levels of potential and performance, here’s how:

#1 ??Sit down with an Excel spreadsheet, a journal, or a pen and paper.

#2 ??Create 3 columns with the following labels:?

- “Team Member Name”

- “Valued Contribution in the Last 30 Days”

- “Why It Is Valuable or Important”

#3 ? List each team member’s name in the first column.

#4 ? For the next column, think back over the last 30 days.

• What has this team member contributed or uniquely brought to the company, to the team, or to you that:

- is valuable, important, or helpful,

- solved a problem,

- relieved pressure or stress of another,

- demonstrated skills / expertise,

- achieved a goal, or a significant milestone toward a goal,

- persevered through issues in spite of setbacks,

- displayed an attitude or disposition that brought positive, hopeful energy to the team,

- took a risk / made a decision / or stretched to grow, etc.?

#5 ??For the third column, identify and write down why the team member’s contribution, competence, or character trait is so valuable or important.

• Make notes to expound on why it is helpful to you as the leader, the team as a whole, or possibly even to the person themselves.

#6 ?? Next, decide when and how you will share this very targeted and relevant acknowledgement with each team member.

One way to share that is received well by many is a sincere, verbal acknowledgement. Providing the acknowledgement in writing can also be effective if it is specific and thorough.

Here are a few additional considerations:

- Highlight and verbally acknowledge each team member during a group team meeting to demonstrate how each team member has been contributing and what you appreciate about each one. Starting with the phrase…“One thing I really appreciate about you that you’ve brought to the team over the last 30 days is…”

- Or, plan time privately?in your next 1:1 meeting with each team member to share the acknowledgement.

- Or, you can stop by their desk (in person or virtually) to share it on an unscheduled or more random basis.

Summary:

This process is NOT about a general pat on the back, an ‘atta boy’ or ‘atta girl’, or verbal participation trophies…??

?…it’s about?sincerely acknowledging relevant and specific efforts, progress and / or contributions that matter.?

?AND…this should not be a one-time event. It can become a habit of “catching people doing well” and letting them know that who they are and what they do are making a difference.

I love what John Maxwell says:

Ultimately, as leaders, it is our job to create an environment conducive for growth for our employees and the organization as a whole.

That means we recognize and value what each person contributes to the team by sharing targeted and relevant feedback and acknowledgment—without passing out unwanted or irrelevant ‘verbal participation trophies’.

If you find this month’s newsletter helpful, forward it to others to share the tips! ??????

P.S. → As leaders, we often focus more on what’s missing than we do on celebrating wins and milestones along the way. This month’s newsletter ‘action steps’ is a great way to help you shift your focus!

Let me know how it goes!??

~Alissa

Alissa DeWitt, MCC, CPC, CERS,?is the Founder, CEO and?Executive Leadership Coach at Executive Impact, an organization dedicated to developing coach leaders and building leadership dream teams. With 30+ years in business and leadership, expertise in human behavior working with leaders from the front line to the C-Suite, and competencies as a Master Certified Coach, Alissa is the creator of ‘The Coach Approach to Leadership.'