This post is a wild ride today – even for me.
A blog post on today’s HBR Blog Network entitled “Our Dangerous Obsession with External Recognition” suggests that many of us have traded a desire to be recognized for adding value to an organization – and to ourselvesç for an unending, and unceasing quest for almost any kind of external recognition.
It is this kind of thinking I believe gets inside the heads of many executives when you hear them talk about why they don’t give more recognition at work. They are saying – without articulating it as well as
the author of today’s HBR post – “I will recognize you – just do SOMETHING that deserves recognition.”
Read the whole post over at Symbolist (an FOT contributor blog).
Paul Hebert is Vice President of Individual Performance Strategy at Creative Group Inc, writer, speaker and consultant. Paul focuses on influencing behaviors and driving business results through employees, channel partners and consumers. He is dedicated to creating true emotional connections often overlooked in our automated, tech-enabled world. Using proven motivational theory, behavioral economics and social psychology he has driven extraordinary company performance for his clients. Paul is widely considered an expert on motivation, incentives, and engagement.