Watch Video: Assume You Are

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Assume you are the worker in this scenario. The boss says you are performing as expected. Answer each question and explain your response. Are you encouraged? Do you feel appreciated? Do you know where you stand with this boss and with the company? Do you think your boss knows exactly what you contribute? Are you inspired to keep “showing up on time” and “doing a good job”? The moral of this scenario is: “Good leaders know that encouragement is not a task or a quota to meet.” Reframe this scenario. Describe how you would handle this brief meeting to encourage your worker.

Janes Kouzes and Barry Posner have written many books on leadership. They say, “There are few more basic needs than to be noticed, recognized, and appreciated for your efforts.” Provide your interpretation of this quote relative to what you see demonstrated in the video. What is your main takeaway or the most important point you learned from this video that relates to your own leadership development?

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The scenario presented in the video underscores the importance of genuine encouragement and recognition in the workplace as fundamental aspects of effective leadership. As a worker in this scenario, being told that I am performing as expected without further engagement or acknowledgment leaves me feeling neither particularly motivated nor truly appreciated. While this may indicate that my performance meets baseline expectations, it does not inspire me to go beyond my duties or feel a sense of value within the organization. Therefore, I am neither fully encouraged nor inspired to improve or contribute more actively. I would interpret this as a missed opportunity for meaningful recognition that could boost morale and engagement.

In handling this type of brief meeting, I would seek to foster a more constructive and encouraging dialogue. Instead of passively accepting the feedback, I would express appreciation for the acknowledgment of my performance but also gently suggest that more specific recognition of my efforts and contributions could be motivating. For example, I might say, “Thank you for recognizing my performance. I feel motivated when my efforts are acknowledged more specifically, as it helps me understand what I’m doing well and where I can improve.” This approach not only opens the door for more meaningful communication but also subtly emphasizes the importance of recognition as an ongoing leadership practice. Leaders who give personal, specific praise demonstrate that they notice individual contributions, which aligns with Kouzes and Posner’s assertion about the basic human need to be appreciated.

The quote from Kouzes and Posner highlights that human needs for recognition, acknowledgment, and appreciation are core to motivation and engagement. In the video, the lack of personalized recognition or sincere encouragement reflects a leadership style that possibly underestimates the power of appreciation. When leaders notice their team members’ efforts genuinely, it fosters trust, loyalty, and motivation, which ultimately enhances performance and workplace satisfaction. Recognition doesn't need to be grand or frequent but should be authentic and tailored to the individual’s achievements.

My main takeaway from the video, in relation to my own leadership development, is the importance of active and genuine acknowledgment. Effective leadership involves more than just setting expectations or providing directives; it requires an ongoing effort to recognize and appreciate team members’ unique contributions. Leaders should cultivate a culture where appreciation is embedded in daily interactions, which in turn encourages higher engagement, loyalty, and productivity. Developing these skills of recognition and authentic encouragement is essential in becoming a transformational leader who inspires others to excel.

References

• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. John Wiley & Sons.
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• Hyatt, C. (2013). Building a Culture of Appreciation Through Recognition. Harvard Business Review, 91(5), 112–117.