Authentic Acknowledgment

Increasing Quality Performance

After training and consulting with thousands of people working in law firms and other corporations, it

has become obvious that lack of acknowledgment is a huge problem. Whenever employees complain

that they are not paid what they deserve, if you question them enough, you will often discover that

the real issue is that they don’t feel appreciated. Most people have not been trained to ask for

acknowledgment and it never even occurs to us to ask for it. People also have the belief that if we

have to ask for something it doesn’t mean as much when we receive it. However, each one of us

craves to be acknowledged for the work that we do and for our performance.

Studies have shown that 91% of Americans dislike their jobs. When someone

dislikes his job, he will do just what he has to do to get by. No more and no less.

Imagine the difference you would make in your co-workers' day if you were to

acknowledge them for a job well done.

Some firms, or managers within firms, have realized the importance of

acknowledging their partners, associates and employees and have begun to do

so. However, being a new phenomenon and one they were not trained in how to

do, there is often something lacking in the delivery. Most acknowledgments

around law firms are along the line of what we call "Attaboys" or "Attagirls."

They sound something like this: As the manager is walking down the hall, he

passes one of his employees who just finished a project and he says, "Hey, Mike,

great job on that project." As you can see this lacks something and will likely not

make a huge difference in the employee’s future performance and/or behavior.

If you really want to have an impact on people in your firm, the first step is to

commit to the practice of acknowledging the people around you. Not just those

below you, but also those at your level as well as those above you. No matter

what the person’s position, everyone needs acknowledgment. As a matter of

fact, the higher up a person gets, the less acknowledgment he receives. Perhaps

it is thought unnecessary.

The second step is to learn to give an acknowledgment that will actually have an

impact. Following are the steps for giving a "authentic" acknowledgment:

1.Acknowledge the person for a special characteristic, trait or behavior that you have seen them exhibit recently.

2. Point out a specific example.

3. Let them know the positive impact they have had on you,
associates, clients, and/or the firm.

4. Thank them for the contribution they make to the firm.

5. Make sure they let in the acknowledgment.

Using this model, the previous "acknowledgment" would now sound something

like this; "Hey Mike, do you have a few minutes? There is something I would like

to talk to you about." The person doing the acknowledging takes the time to sit

down with the other person to deliver the acknowledgment. "Mike, I want to

acknowledge you for your extraordinary leadership ability. The way you took a

leadership role in the project your team was working on for our client was very

impressive. It was very clear that your team appreciated your expertise and

guidance and it helped them see that they too could take on a leadership role.

And the client mentioned how much they appreciated the efficiency with which

the team handled their needs. It is obvious you had a great deal to do with the

success of this project. So thank you for the contribution that you made to the

company with this project and how you always strive to do your best." Then the

manager watches Mike’s face to make sure he really received and let in the

acknowledgment.


Now that you have committed to the practice of acknowledging people and have

a model for doing so, the next thing you must do is become AWARE of what

people are doing that deserves acknowledgment. These things don’t have to be

huge, they just have to be valuable to the organization. Many firm cultures have

come to expect the extraordinary and therefore don’t acknowledge anything

less. It is, of course, okay to expect people to work above and beyond the

ordinary. Just remember to acknowledge them for it. Look for behaviors in your

employees and co-workers (and bosses) that you would like to see repeated.

Then acknowledge them for those specific behaviors and characteristics and the

person will WANT to and WILL automatically display them over and over.

If you are sure you are ready to risk the vulnerability that is required to give

authentic acknowledgements, then take on the following assignment:

For an entire week, do two things:

A. Identify actions, accomplishments or attitudes that are worthy of an

Authentic Acknowledgment. Remember, they don't have to be

monumental to be worthy.

B. At least twice per day, every day, deliver a Authentic

Acknowledgment.

Keep track of any insights you have and any changes you observe in

yourself and/or others as a result of you doing the assignment. And

then you are sure to continue this practice that makes such a

difference. We would love to hear from you with any successes you have in taking

on and giving Authentic Acknowledgments at work and at home. If you

have any questions, please feel free to contact us.