Research by the National Association of Employee Recognition indicates that the observations of an English novelist over a century ago, remain true today. More than 70% of employees expect to be recognized when they do something well. Yet, less than 30% feel that they are appropriately recognized for their contributions. What impact is this gap having on the results of your firm? How would your firm, people, and clients benefit from a culture that consistently rewarded meaningful contribution?

Of course the answer is self-evident. Who wouldn’t love to work at a place where attention is given to professional accomplishment? Like most issues of business effectiveness, success lies not in the aspiration but in practice. The good news is that cultivating a culture that rewards and recognizes contribution can be learned and it is self-reinforcing. In other words, when people receive positive recognition they are more likely to increase performance and share it with others.

Let me provide an example. Recently, I was advising leaders of a national law firm on how to enhance the retention of their best professionals. As many law firm leaders know the “war for talent” is alive and well. Thus, the best firms continuously invest in the identification and proliferation of initiatives that leverage their ability to attract and retain the best talent.

As part of assessing the strengths and weaknesses of talent retention in this firm, I met with a random sample of the firm’s top professionals. One meeting with a women we will call Lynn stands out in my experience and illustrates the power of simple meaningful recognition. It is a good example of the personal and firm benefits of cultivating a practice of recognizing contribution. During my interview, I ask Lynn to tell me about what it was about this firm that motivated her to stay and reject other offers that come her way.

She pulled out a notecard from the portfolio she carried. On it was a handwritten message from a partner who was her mentor. Last year, she had been working on a big project for a very demanding client and deadlines were tight. “The partner took the time during this intense project to tell me how much he appreciated my commitment and dedication. It made me feel so important to the team and the firm.”

The note card cost about $1.95 and given the amount of text on it, I would imagine it took the partner about 5 minutes to compose. Yet, the value of this brief effort realized a hundred fold return on its investment. This note had solidified for Lynn that the firm and partner she worked for cared about her. It was a source of satisfaction and esteem. Lynn had been carrying this card with her for more than six months and was proud to share it with me.

If I asked your best employees about the most memorable recognition they received at your firm, what would they tell me? Would they recall something in the past year, 6 months, 90 days?

Cultivate a Culture of recognition by making it part of doing business – in simple and sincere ways

While elaborate award ceremonies may come to mind, when you think of recognition, research illustrates that the most memorable recognition is simple and sincere. In fact, every time a manager or partner communicates there is an opportunity to reinforce desired behaviors.

In her book, The Simple Truths of Appreciation: How Each of Us Can Choose to Make a Difference, author Barbara A. Glanz shares that the most powerful and effective recognition have 10 characteristics in common. They are:

1. Everyone Wants and Needs It	6. Be Sincere
2. It Doesn’t Have to be Something Big	7. Have a Plan
3. Make it Personal	8. Share Yourself – From the Heart
4. Be Creative	9. Make it Memorable
5. Surprise People – If You Can	10. You Will Receive More than You Give

Personally and professionally, I can attest that these components of recognition are indeed the most effective and often overlooked. Sometimes in a firm’s desire to recognize accomplishments they make the mistake of thinking recognition must be big and bold. This often sets up real or imagined barriers to expressing appreciation. For example, if we give Bob a bonus or gift what will Steve think? Will Diane come to expect this every time she makes a contribution? Thus, our fear of showing a bias limits our motivation and thus practice of recognizing others.

What would a Recognition Audit at Your Firm reveal?

One of the best ways to build a culture that cultivates recognition is to take an audit of your current practices. The list below is a starting point. Check off (√) the strategies your firm has implemented to create a culture that cultivates contribution.

• Timely performance reviews where employees do most of the talking and leaders ask thoughtful questions about their goals.
• Partners or senior leaders send personal thank you notes that are specific and sincere.
• Impromptu “out of the office” meetings at a place (i.e., a coffee house, golf course) the individual or team values when a significant goal or milestone is achieved.
• Recognition of significant professional accomplishment in the firm’s newsletter (e.g. passing the bar, CPA, CFP, or other exams).
• Posting and mentioning positive client feedback across the firm. For example, the testimonial is published in the firm or practice newsletter.
• Making a contribution to a favorite charity of a member who went above and beyond performance expectations.
• Having the Managing Partner or Practice Leader show up at a team or staff meeting (especially in the field) to present a special recognition to an individual or team.
• Peers recognition (e.g. award nominations, 360 degree feedback, etc.).

What does this quick assessment reveal? Does your firm do a better job of informal personal recognition or more systematic processes? To make your assessment more comprehensive, solicit feedback from partners or top performers about what they value most about recognition. Which forms of recognition have made the greatest impact on them and which ones create a win-win for them and the firm.

Examples are always the best way to see results in action. Bryan Cave, an international law firm uses recognition to celebrate and engage the entire office in the “win” of a large trial or at the close of a key transaction.

Lori Johnson, Director of Human Resources says, “We want to send a message about the importance of these successes to the firm and celebrate the contributions made by professionals.  We email the whole office with the details of the success and invite everyone to our large conference room (standing room only). Then the managing partner offers a toast to the successful individual or team with champagne or soda. 

Since everyone is gathered, he or she also uses this opportunity to talk about recent office and firm successes and happenings.  The gatherings are well attended and everyone walks away with a positive feeling.”

Simple, fun, interactions like the “win gatherings” at Bryan Cave are priceless. Start cultivating a culture of contribution at your firm today by identifying and implementing one or two new “gratitude” practices. The return is guaranteed to be greater than the reward.

Jan Torrisi-Mokwa is the Principal of Congruence, Inc., a leadership advisory firm, dedicated to helping leaders of professional service firms achieve great results through clarity of strategic goals, accountability, and recognition www.congruence-inc.com.