A common trait among successful leaders is their ability to deflect praise and accept blame. It’s human nature to want to take the credit for a job well done, and why wouldn’t you? However, what differentiates effective leaders is their discipline to ensure that due credit is given to those that earned it.
I look at it as an opportunity to motivate team members to take on new challenges and enhance their own personal skills. What it does is send a message to the employees that their hard work is recognized and they will get credit for it, which ultimately benefits the company.
Conversely, if we “screw up” and it comes time to take the blame, our employees know they will be supported and we’ll work together to improve the situation. I believe evidence of this is our competent, loyal workforce that has helped us achieve continued growth and success.
Here are some ideas that have worked for me:
- Actively look for reasons to redistribute the credit. I lead under the premise that there’s a reason our company is successful and it’s not because of me. There are a lot of moving parts that make up a successful organization. As a leader, you may have played a role in the success, but 100 percent of the time, you did not do it alone. When we receive a compliment -either external or internal - I make it a point to personally recognize the appropriate people for a job well done.
- Seek specifics. I keep my eyes open for opportunities to recognize success in our organization. For example, if I receive a complimentary email about a team member, I not only notify the employee, but also the person’s manager. I sometimes even forward the message company-wide when the compliment is extraordinary. Or if I notice an individual’s outstanding performance, I’ll make it a point to contact them and sincerely recognize them for a job well done. The more specific and consistent you can be in this practice, the more it impacts your culture.
- Go beyond words. Deflecting praise and verbally recognizing individuals goes a long way, but a tangible reward goes even farther. I keep a stack of gift cards in my desk drawer for that reason. When I see an employee going above and beyond, I write a note and include a gift card. Employees remember that – and so do their families.
- Recognize others publicly. I look for opportunities to publicly acknowledge members of our team. For example, when the United Way recognized Marco for running a successful campaign, I made sure that those who coordinated the effort and achieved the results attended the event and received the recognition. Another example would be our CFO Jennifer Mrozek receiving the 5 under 40 Award from the St. Cloud Times and Steve Knutson being recognized next month as CIO of the Year by the Minneapolis-St. Paul Business Journal. Because we appreciate their outstanding work, we make it an effort to nominate them and recognize their contributions.
The CEO often gets the credit when a company is doing well. But I can attest that most of the time the CEO does not deserve it. Sure, I work hard every day developing strategies and executing on plans to ensure our organization is successful. But it’s the employees who execute those strategies that deserve to be recognized. Successes are usually achieved collaboratively and leaders are always better off giving the credit to those that have earned it.
