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BRIDGING THE GAP
KRIENGSAK NIRATPATTANASAI
Suvit is a newly appointed CEO. He has hired me to coach him on how to motivate his team. I propose that he gather feedback from his six vice-presidents prior to the coaching.
Based on the feedback and his VPs' perceptions, Suvit is an outstanding CEO with several strengths. The only area for improvement is how he praises his team.
"When people do excellent work, you only say 'good job' to everyone," said one VP, referring to a recent budget presentation.
"I think that is fair and consistent. I treat everyone equally. What could be improved?" Suvit asks.
"I asked them the same questions. Luckily, they have a good example. They compared you with the previous CEO, Khun Pravat." Khun Pravat, who is highly respected by Suwit, is now the chairman of the company.
Suvit wants to improve by learning from Khun Pravat. He asks, "How did Khun Pravat praise them?"
"Khun Pravat tailor-made his praise to each individual," I explain. "For example, during last year's budget review, after each VP presented his or her plan for 2008 to the board, Khun Pravat praised them as follows:
"Khun Pravat told Khun Lek, the VP for Finance, that her presentation was a good analysis. It showed trends from previous-year cost ratios supported by various scenarios from industry figures. Khun Lek spent several nights gathering data and analysing it. She appreciated that the boss recognised her effort.
"On the other hand, Khun Dee, the VP for Marketing, was praised because his presentation was so colourful with lot of pictures and graphics. It helped Khun Pravat gain confidence in the following year's marketing plan. Khun Dee is a creative person, particularly in his presentations. He beamed a big smile after he heard the praise.
"Khun Meow, the VP for Human Resources, was praised for excellent presentation skills. The chairman said that Khun Meow made plain content very interesting by using her masterful verbal skills. As you know, Khun Meow presents like a pro on any subject.
"Khun Vorapot, the VP for Operations, was told that his presentation was short and to the point. It took only half of the allocated time. Khun Pravat praised him for not wasting anyone's time.
"Khun Ganok, the VP for Logistics, was not a good presenter compared to the others. But he prepared a wonderful handout in advance and the chairman recognised him for that."
"But that seems to be a double standard, doesn't it?" Suvit comments.
"I don't call it double standard. In Leadership Challenge by James Kouzes and Barry Posner, the authors wrote: "One of the most common complaints that we've heard about recognition is that far too often it's highly predictable, routine, and impersonal. A one-size-fits-all approach to recognition feels disingenuous, forced, and thoughtless. Over time it can even increase cynicism and actually damage credibility.
"In contrast, when we ask people to tell us about their 'most meaningful recognitions', one of the things they consistently tell us is that it's 'personal'. They go on to say that it feels special, and that it's not something that everyone else gets. That's why it's so important for leaders to pay attention to the likes and dislikes of each and every individual. By personalising recognition, leaders send the message that someone took the time to notice the achievement, seek out the responsible individual, and personally deliver praise in a timely manner."
Suvit is taking notes. Then he raises a concern. "It will take a lot of time to understand each individual. What should I do with my other work?"
"Khun Suvit, what is your other work?"
"I have to attend several meetings," he replies.
I explain that in Tales From the Top, Graham Alexander wrote that the things a CEO should do are:
Fhold the vision and mission out front;
Finfluence corporate culture;
Fput a public face on the business for the press, analysts and other outsiders;
Fformulate a clear and well-communicated strategy;
Fbe out and about in the business with employees and customers.
"Are your meetings on the same subjects as Graham's suggestions?"
"Not really," says Suwit. "Usually, they are about operational work details."
"Khun Suvit, we might need another session."
Kriengsak Niratpattanasai provides executive coaching in leadership and diversity management under the brand TheCoach. He can be reached at coachkriengsak@yahoo.com. Copies of previous columns are available at http://www.thaicoach.com
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