Employee Recognition to Drive Fulfillment and Engagement

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What's working on Purpose anyway? Each
week we ponder the answer to this question.

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People ache for meaning and purpose at
work, to contribute their talents passionately

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and know their lives really matter.
They crave being part of an organization that

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inspires them and helps them grow into
realizing their highest potential. Business can be

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such a force for good in the
world, elevating humanity. In our program,

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we provide guidance and inspiration to help
usher in this world we all want.

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Working on Purpose now. Here is
your host, Doctor Elise Cortes.

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Hello, Welcome back to Working on
Purpose program. Thanks for tuning again this

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week. I'm your host, doctor
Elise Cortes, joining you live from Dallas,

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Texas, which is home based for
me and by way of introduction,

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I'm a manage by consultant specialize in
meaning and purpose, organizational logo therapists,

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inspirational speaker, social scientists, and
author. There are many ways we can

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work together. Check us out at
at leastcarretest dot com orgustodeshnow dot com.

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I've also got some free resources for
you to download on both of those sites.

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If you've been tuning in for a
while, you know this program is

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a thought leadership platform that enlightens and
inspires listeners and viewers with insights from distinguished

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business leaders, authors and subject matter
experts. By listening in, you're part

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of the movement to create inspirational leaders
and in libring workplaces where we can thrive

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and do business that betters the world. Glad you're here with us today.

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Is Michael Levy. He is the
CEO of work Proud, and he has

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helped over four hundred and fifty companies
greatly improve their engagement scores and reduced turnover

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through the design and development of award
winning employee reward and recondition programs. We'll

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be talking about the importance of employee
recognition, how it can be done effectively,

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and it's ROI Michael, Welcome to
Working on Purpose. There he is.

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I love Michael. Have One of
my favorite ausis I'm fantastic today.

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The better for you asking. You're
right, you're the beginning of twenty one.

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Thanks for having me on your show. You are the first program of

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twenty twenty one. You have the
distinguished ability to be able to say you're

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the first of twenty twenty one.
So and you are episode number three hundred

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and ten. So I let's just
call it special. I'm feeling special because

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this is the way you pee.
Oh. I like it, Michael,

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I like it. I like it. You can go who right, even

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though the latter versions are becoming progressively
more fashionable. Yeah, and sexy.

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Let's just say it correct what I
want to shut up with? This black

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number? It had gold chains.
I'm like, okay with that's the way

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to do it. That's the way
to do it. Well, I can't

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quite do do you justice By introducing
you. I gave you. I gave

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our listeners and viewers a little bit
about you. But would you say just

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a little bit about who you are, where you came from. Obviously you

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came from Australia by way of by
way of Australia, should say, but

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who is this crazy? Michael?
Leave a guy? Oh, growing and

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evolving work in process, part Frankenstein, part human being, part father.

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So born in Sydney, Australia and
stayed there until I was given an opportunity

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to spread my wings and come to
the Great United States. And I didn't

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really have a particular agenda, vision
or otherwise on what was supposed to happen.

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Only like many immigrants, we come
here to this wonderful country and then

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get engaged by all of the fantastic
opportunities personally, professionally, emotionally that this

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country has. You know, that's
why America is such an amazing police to

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be. Not that Australia's a bad
place. But anyway, so I came

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here twenty one years ago, married
my then girlfriend now wife, also from

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Australia, had three lovely children.
That's the personal side. Ended up in

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Dallas randomly, I'd almost say,
proud to be Textan now, but what

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a great place Texas is, and
ended up getting involved in building reward programs.

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If you want me to give a
little sort of introduction and segueing to

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that building some reward programs with some
fine gentlemen I met from Cincinnati, Ohio,

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Mark Sleeg and John Nodle, and
we met some twenty one to twenty

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two years ago, and I said, you know, can you build rewards

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programs because my wife thinks rewards programs
are fantastic. The airlines have them,

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and that's how we get back to
Australia. And they said, sure,

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we can build rewards programs for you. And that began a journey which we'll

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get into drink of course of the
show, but a journey that said,

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wow, it's not all about the
rewards. Actually a lot of it is

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about that recognition and feedback. So
there's a bit about better background on me,

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a bit of background introduction on how
I come to be on your show,

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splendid, and I think you remember
that I have been to your lovely

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city, to Sydney in twenty and
eighteen. I did climb the bridge against

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my better judgment and trying to get
over my fear of heights, and it

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did help, just dismich. So
thank you for that, Michael. Okay,

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so let's get into the actual content. You know better than most of

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us do. And if I were
to ask anybody on the street this question

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and give a different answer, But
why from your perspective is employee appreciations so

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important? So it was not something
that I inherently knew. And that goes

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to the pick up from the journey
of this business that builds points programs,

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you know, to the present day
and its manifestation in a service called work

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Crowd, and that was the original
programs we were being asked to build.

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Was similar to the airline points programs
give out points to doing different behaviors,

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let people then accumulate these points and
redeem them for different things. So we

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were being asked to build programs in
a market research capacity to participate in surveys

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and reward points. We were asked
to build programs associated with wellness activities.

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Do your wellness things, get your
check up in an in home assessment,

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get your flu shots, and redeem
those points for things. And then a

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lot of employers were getting us to
do programs for their employee populations. One

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client program, you know, in
particular, was a big retailer plus one

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hundred thousand employees in the US,
and they had sort of, let's just

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say, had some budget constraints at
some point in their history, and they

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pulled the points based monetary aspects out
of the program. And I had this

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great fear that the program's value to
the employee population would be proportionately diminished by

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the amount of money that they pulled
out of it, which is, they

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pulled most of the money out.
But what I was surprised to see was

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that actually the recognition activity in the
program sustained. Granted, there was some

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dimensional change in the totality of activity, but not proportionate to the money that

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the company and client was investing.
I said to myself, that's interesting.

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So people were participating in this program
for more than just the monetary aspect.

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Why would they participate? And so
began a journey that began some decade ago

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with this particular client towards an orientation
that says, actually that recognition and feedback

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is a powerful driver. It doesn't
replace money. People can't feed their families,

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pay their bills, full up their
cards, or go on trips with

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recognition. But conversely, the question
of our people satisfied with their job if

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they get paid ten cents more per
hour or at the end of each year,

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depending upon what kind of job you
have a corresponding bonus or otherwise,

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and you know, the data supports
conversely that view that money doesn't drive the

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satisfaction. Money is a portion of
the professional work experience. We work to

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achieve some things, but that recognition
pulls at a different type of parts frequent

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So you know, thus we got
into the business to saying, well,

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how do you make recognition valuable,
meaningful, frequent enough that it is present,

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not too frequent that its value is
diminished by the frequency of it,

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you know, And so we started
to uncover this wonderful world of systematizing employee

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appreciation, recognition, and feedback and
the corresponding overlaps, because what really is

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the difference between feedback I A review, I never recognition and appreciation beyond the

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consistency, frequency and format that it
takes place. They're all driving in a

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similar experiential objective, which is to
make a person feel acknowledged for the things

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that they're doing within a commercial corporate
setting that gives them personal satisfaction. So

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that's how we're seeing it, and
you know, the the impacts that we're

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having on companies substantial, especially in
the context of BNARO one. So okay,

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two things, Michael. First,
I have got to acknowledge you for

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just what I hear, the way
that you roll in the world. It

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just sounds like to me that you
have this tremendous ability just to put one

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foot after the other in your whole
entire life, and wherever that foot lands,

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you figure out how to make the
world around you work. And I

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think that is exceptional, That is
that is something to celebrate. I didn't

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know that about you before, but
I think that's fantastic. What I would

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call that is presence. I would
call that the ability to be present.

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And I just want to celebrate that. So that's that's number one. You're

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all right with that. Okay,
you're started blessing a little bit. Okay,

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Okay, your wife is not going
to like that if I do that.

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But now the second thing too,
that I want to get to is

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just how wonderful you discovered this idea, right so as you know, because

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we've done some work together this last
year, that my jam is meaning and

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purpose and so you're you have found
your way into a way of elevating meaning

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in the workplace and thereby increasing fulfillment. And I just really, of course

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that's why you and I are.
We we work together, that's I think

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we could probably finish our sentences each
other of the other. But I just

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want to recognize that the way you
did that was so organic and natural and

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beautiful. And I would say that
it seems like an unfolded in a way

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that was of service to the client. But so it really gave you something

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new and a new way of looking
at the world and employment and connection and

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meaning. And here you are the
gurgure. Now, oh, I don't

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know about that, you know,
I mean a few things. Necessity is

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the mother of all great inventions,
which is something my father used to say,

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and so clearly the need for what
we're doing in the services we're providing

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has been there. It's somewhat if
you consider a natural extension of the development

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and evolution of HR practices over time, and if we look back, HR

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practices have continued to grow and evolve
to meet their customers who were their customers

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employees and employees have continued to evolve
and grow their own individual capabilities, their

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strengths, their ability to contribute,
as well as the sophistication of the companies

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themselves. Payroll used to be a
big thing. Now payroll is managed r

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HRIS systems that organized centralized database for
your employee populations, so you knew who

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worked for you and who they reported
to and how many days off. Some

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time ago that was sort of being
managed by Excel spreadsheets. Now you take

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that off for granted. So as
that trend and evolution of the HR practices

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continue to evolve, it allows HR
and organizations to consider what they're trying to

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do and what their objectives are within
a business, Their business objectives are to

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enhance and elevate and evolve the practices
that produce the outputs of what is,

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arguably, for many companies, the
most expensive cost component. Not factories,

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not big plans, not capital equipment, but human beings. So you ask

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yourself, well, you know,
if you at a manufacturing plan and you

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add this machine, you're very interested
in how do you make the machine operate?

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It's best you position it in the
right way, you have its service

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consistency, You make sure it's oil. You make sure that whatever adapt does

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and accessories come onto that works.
So the machine works the best. And

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what happens before the machine and after
the machine in the process, and now

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you've got optimization. So now let's
talk about that in a human being context.

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We're not like machines, so we
don't have quite as easy inputs and

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outputs. But what we do have
in common. And here I'm going to

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quote, you know, one of
my favorites, which is you know oprah

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Winfree speaking to the graduating class of
Harvard or forgive me if it was Yale,

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I hope it was the correct college. But she does this so beautifully

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in her wonderful styles, kick and
natural humanistic approach, which she says,

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I've interviewed the Bushes, interviewed Obar, I've interviewed firefighters, I've into Beyonce,

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I've interviewed housewives, And every time
the interview is completed, as I

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may, do you know with your
elites? After this, she puts the

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microphone down and they go, hey, Oprah, I wonder if they say

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that, hey, miss Winfrey,
you know, how did I go?

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It was? I? Okay?
Right? Well, why would the Bushes,

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or Obama or beyoncet for that matter, or all of the housewives or

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otherwise ask that question. But they're
looking for that affirmation. Just tell me

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I did good? How the things
that I'm doing are meaningful and contributing.

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So it is all within that context
and construct the evolution and growth of you

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know, hrs A business practice to
the acknowledgment that the human capital of not

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all, but a large proportion of
US businesses are driven by human beings.

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Customer service, entertainment, hospital,
maybe even innovation in a manufacturing et cetera.

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Still a huge human component to it. Well, human beings obviously,

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per Oprah's comment, like that validation
and appreciation. Why do they like it

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or what does it mean that they
like it? Well, if they like

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it, they want it, and
so they're gravitating naturally towards things that will

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give them that satisfaction. And so
for that reason, I didn't really invent

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any of this naturally. As we
go deeper and have been going over the

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last ten to twenty years into this
world while interestingly observing Facebook and Instagram,

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and wait til you see what happens
with the generation of kids who grew up

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with the TikTok every day doing the
thing. Well, you know, I

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mean, what's going to happen when
they get to the next stage. So

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we'll, like greg, Well,
maybe we've got to systematize these ways in

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which recognition and appreciation and feedback are
happening. So they speak to the audience,

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the customers, the human beings,
the employees of most of corporate America,

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which is well, bring it to
them, because if you build it,

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they will come. If you build
great companies and cultures that people want

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to work and give their best,
well, then they're most likely to want

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to give their best, all other
things being equal, of course, beautifully

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rendered and beautifully said, any perfect
way to sent us into our first break

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Michael, I'm your host, Doctor
Relea's Cortes. We' went there with Michael

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Leeby. He's the CEO of We're
Proud and he's held over four and fifty

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companies greatly improve their engagement scores and
reduce TURNO through the design and development of

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award winning employee reward and recognition programs. We've been talking a bit about how

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he got himself into this and just
what it means. After the rank,

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we're going to learn more about how
to design these systems and their ROI stay

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with us, We'll be right back. Doctor release Cortes as a management consultant,

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especially zing in meaning and purpose,
and inspirational speaker and author. She

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helps companies visioneer for greater purpose among
stakeholders and develop purpose inspired leadership and meaning

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infused cultures that elevate fulfillment, performance, and commitment within the workforce. To

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learn more or to invite Elise to
speak to your organization, please visit her

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at Elisecortes dot com. Let's talk
about how to get your employees working on

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purpose. This is working on purpose
with doctor Elise Cortes. To reach our

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program today or open a conversation with
Alise send an email to Alise Alise at

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elisecortes dot com. Now back to
Working on Purpose. Thanks for staying with

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us, and welcome back to Working
on Purpose. I want to share something

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with you. Something magical happened over
the last few months in the pandemic,

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and that is that I had a
baby. Did you know that, Michael,

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I had a baby. It actually
comes in the form of this thing.

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It's a book called Purpose Ignited.
This is my pandemic baby, but

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for listeners that and viewers, it's
called Purpose Ignited. How inspiring leaders unleased

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passion and in a might cause.
And I wrote it really to turn on

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the readers to their own passion,
purpose and inspiration. And I hope it'll

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do that for you as well.
So I love doing that. It's out,

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it's available on Amazon. I'd love
for you to read, and I

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love your feedback if you're just joining
us. My guest is Michael Leabe.

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He's the CEO of Work Proud.
I'm your host, Doctor Ely's core Tense.

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So Michael, here we are talking
about employee recognition and the importance of

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that. But one of the things
I've heard you say and some of the

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work we've done together and the presentations
that we've co facilitated and led. Is

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you say that there's a study out
there that finds it nearly half of employees

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feel undervalued. So if we know
this, it's important to people in your

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experience, Why do you think this
percentage is so high? Why do we

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keep doing this? So it's not
it's a challenge to know how to answer

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and respond to the question at a
scale that most organizations find themselves. It

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is challenging enough within a family unit
or a very small company to express to

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both express emotion and express emotion in
a construct of a commercial setting in a

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way that doesn't necessarily diminish our own
value as a leader when we're conveying that,

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and to do it in a manner
that is business like. Considering that

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there's still supposed to be a delineation
between the way we act and behave in

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a familial personal setting to the way
do we do it in a corporate setting

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to that line or that delineation has
become progressively more what should we say sort

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of cloudy and talk about how cloudy
it can be for all of the listeners

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that have had their pets poop during
the webinar, they can't come out,

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pull out the monitor some GPS,
so they bring at the door and the

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barking and the tree and that stuff
going back, and it's like that all

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that stuff's kind of happened. So
to answer the question, it's a challenge

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because it's not easy. It's human
beings and we're not sure always how to

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interact with them, let alone how
do we do it at scale? And

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then how do we do it at
scale within a commercial setting, and how

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do we do it in a commercial
scale without diminishing ourselves. They're trying to

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keep a perserve personal, professional demeanor. So that's why it's hard, right,

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and it hasn't been a priority.
That's another thing. You know,

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things happen at a point in time
when they're ready to happen. Whether we

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want to call this innovation Innovation at
the wrong time doesn't work. Innovation in

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a manner that can't be executed correctly, also doesn't you know work considered Maxwell

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smart days used to have talking phones
and so forth, and all of us

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growing up from that period thought that
was a joke. Nobody would ever do

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that. Well, we sort of
had to play with it, you know,

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the phone television things with people dressed
up from the sixties. But this

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thing, well, that's perfectly normal. I mean, who remembers those first

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discussions of like you're going to have
the video phone conversation when you know,

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wow, man, my rotary dial
thing and my like fifteen foot long extension

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cord where we you know, have
those telephone rules. Well that's the world

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that we look anyway, So it's
contextual, right, So that's where the

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struggle has been a combination of you
know, challenges associated with what you're trying

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to do, a knowledge of how
to do it, and then a contextual

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sort of place in time moment.
And one of the interesting things I think

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about what we're going to find post
COVID after the party, so to speak,

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dust mess is all cleaned up.
They were like, wow, we

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changed, And some of the change
was accelerated. You know, it was

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probably change on its way anyway,
but some of it has certainly been accelerated.

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In this area that we're talking about, which is creating purpose and explaining

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to people that they are meaningful as
a as a business agenda is coming to

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the surface because people want well,
as you were speaking, one of the

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things that I was thinking about is
you know, I asked you the question

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to why do people feel so undervalued? And then I'm reminded you and I

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in last year of twenty twenty I
did some work together where we were out

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interviewing CEOs, asking them about the
importance of employees feeling proud about their work

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and being associated with the company.
And one of the people that, of

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course we interviewed, who's also on
on my radio show is Bob Chapman,

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who is the CEO of Barry Weymller
Excellent Human Being. He's out to really

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evangelize truly human leadership. And one
of the things that he really talks about,

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which just drives at home, is
he talks about how eighty five percent

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of the global workforce doesn't want to
go to work. That's also Gallup has

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that same stat and he says a
big reason for this because they feel used

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when they leave and they get home, they actually feel like they've been used

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for somebody else's purposes. So what
he really is putting forth is the importance

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of teaching individuals and human leaders to
be to care, to actually care for

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people. One way to care for
people is to express your appreciation of them.

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So he was. He was such
a beautiful contribution to to to our

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to our conversations. And by the
way, let me just say quickly for

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those of you who are listening,
we are certainly interested in more perspectives from

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CEOs and leaders about this topic of
why it's important for employees to be proud

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and engaged. So if you're interested
in having that conversation with us, contact

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me and we'll make it happen at
least at least cortest dot com. So

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your perspective on that, on Bob's
on Bob's view and what you saw in

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his in his interview, So what
a great man loved uh, you know

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the interview, and it's wonderful to
have executive leaders who do not see that.

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And the gender that says let's bring
meaning and value into individual employees lives

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is counter to shareholder and stakeholder value
attainment. Not only you know, has

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Bob as that business leader helped the
organization continue to grow. I believe he

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said it was a ten percent plus
year of a year growth rate. But

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it's an acknowledgement that actually it's not
profitability and growth not I mean not for

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all companies, but for a lot
of companies is driven by value creation,

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margin creation, and you're doing that
through your human beings. How do we

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make our business either product, end
or service more valuable to people as opposed

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to how do we drive down the
costs so we can make this, you

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know, as cheap as possible.
Granted, for some businesses, that's a

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reality. So it's not to say
that businesses who are in that agenda should

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not be looking at ways in which
drive down costs, but looking at it

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from the perspective that says people are
one of the biggest cost factors and people

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need some level of connectivity to the
work they do in order to produce the

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best results and outcomes. And I
think Bob really articulated that there's a responsibility,

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So that's a dimension to the people
that work for the business. But

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conversely, your people, as Jack
Welsh used to say, look after your

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people, they'll look after your customers
and that'll take care of the business.

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And so it's nice to hear CEOs
beginning to put on their agenda the importance

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of the people experience, the employee
experience, and then the corresponding business outcomes

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that can be realized as a result
of that. As opposed to it being

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historically a soft component. Now it's
becoming a progressively harder tangible component. It's

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harder to measure some of these,
no doubt, partly because there are so

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many factors that are going into a
business simultaneously to be able to separate what

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were the inputs to drive the corresponding
outputs. I if we change an employee

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satisfaction survey, do we change the
turnover rates? Or was the turnover rates

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driven by something else that was happening
in the economy. Amazon moves into the

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marketplace and takes a whole lot of
out retail stuff out because they offered another

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five dollars, So what really did
it make a difference or not? So?

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In some ways, CEOs, as
Bob has done, needs to sort

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of scand above that cloud of morass
of inputs and outputs in a total given

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organization and just go do I have
a lot of people that work for me?

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And if I have a lot of
people, do I believe that people

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need to be appreciated for their work
and contributions, And that if people who

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are appreciated for their work and contributions
are more likely to wake up in the

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morning and go I like working here
because people appreciate acknowledge me. No,

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the pay could be more. Who's
not going to say that the pay could

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be more? Okay, fine,
can you affect the pay, CEO?

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No? Not really? Okay,
what else can you do? I'll have

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free water or a coffee machine.
Well, you know many of the people

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took that sort of stuff away during
the COVID anyway, But I'm like,

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the one thing that you can consider
as a strategic and gender is creating to

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your point purpose and value and meaning
so that people wake up in the denk.

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I like working here, and I
like working here because the work I

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do is good. How do I
know that? Because people tell me,

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because they give me feedback, because
they appreciate me, because they see me

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grow and develop as a person inside
the organization. And as I grow and

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develop and make greater contributions, other
people go, nice job, well done,

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You're doing better. So a CEO
that cannot see that and can only

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see the quarterly results and not thinking
about how did those results actually come to

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be? I believe it is missing
a great opportunity for their organization. Now,

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whether it's the CEO's responsibility or the
COO's responsibility or the frontline manager's responsibility

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or hrs. Now, that's an
interesting, more complex question in the big

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dynamism that is large US corporations.
Where does this responsibility lie? Who should

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be taking the lead on this,
who has capacity to do it? Who

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has the budget? Granted, as
the captain of the ship, you always

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have some level of responsibility. But
to label them and tag and say it's

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the CEO. No, But it's
a question that CEOs could easily ask,

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and I think should begin to ask
their leadership team of do we think this

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is important? That is so,
what are our steps and actions? And

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that's kind of what I want to
get to next. If we can just

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briefly, Michael, you know for
our listeners like Okay, I get it,

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I got it. Yeah, this
makes sense. Where do they even

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start? You mentioned the word strategy, which is so important to have an

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employee recognition strategy. Where should they
start? I think that it begins with

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an understanding, an assessment of currently
what do people think about it within the

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business, because because executive leadership like
data fair enough, the ship is big

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things are happening, So assessment and
whether that's an engagement survey is a gallop.

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Otherwise, it's pretty well guaranteed that
you'll see as part of any Gallop

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survey that recognition or lack of recognition
comes up as one of the key elements.

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But it's good to ask that,
and some of the information could be

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anecdotal, some of it can be
in aggregate in a survey format to know

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what did the front line think.
Many executives go, hey, we do

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great recognition. Here, we've got
our special pin thing, we've got our

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annual lunch, we've got our fifteen
year service anniversary plark, We've got it.

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What are you talking about that?
Have heard those statements before? Yes,

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I love it, I hear it. Like, guys, are you

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00:31:15.200 --> 00:31:19.200
seriously so out of touch with what
the frontline wants and needs? Now not

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00:31:19.279 --> 00:31:22.559
to say that what everybody does is
no good, right, It's to say

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there are things that in every organization
is part of the culture and the legacy

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00:31:26.599 --> 00:31:30.759
and history, and that those things
should be retained, right, but we

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00:31:30.759 --> 00:31:33.359
should at least ask the questions of, well, one of those things were

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00:31:33.359 --> 00:31:37.519
good, right, one of the
things that people really like, Well,

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00:31:37.759 --> 00:31:41.119
how many people is at touched?
And please don't go ask the committee that

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00:31:41.240 --> 00:31:48.400
does the birthday cakes. Community at
the birthday cakes, the birthday cake program

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00:31:48.440 --> 00:31:52.319
that you do is really appreciate it. But of course they going to say

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00:31:52.319 --> 00:31:56.319
it's this, it's their job.
In fact, there are some organizations that

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00:31:56.359 --> 00:32:00.400
we've come to and they've got like
whole department committees that fiddle around with like

387
00:32:00.440 --> 00:32:05.599
the ribbon colors for the birthday cake
and the balloon things. I'm creating value

388
00:32:05.640 --> 00:32:09.359
here at this organization because i was
the one that selected the ribbon color and

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00:32:09.400 --> 00:32:13.119
I'm like, okay, we've got
to again. It's not to say the

390
00:32:13.240 --> 00:32:16.039
no, but it's orientation, you
know, sort of who's driving the train,

391
00:32:16.240 --> 00:32:22.640
who's creating these experiences, who's assessing
that their experience are and generational and

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00:32:22.720 --> 00:32:27.440
contextual? And that is how long
has this program been in place with the

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00:32:27.440 --> 00:32:31.720
balloon birthday bay thing, like since
like nineteen seventy two, I think they

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00:32:31.720 --> 00:32:36.640
did the first one. I'm like, yes, very current. I'm sure

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00:32:36.720 --> 00:32:40.279
that all of you, I'm sure
that I'm sure that all your modern employees,

396
00:32:40.440 --> 00:32:44.559
you know, basically anybody that's under
forty five years old, like eighty

397
00:32:44.559 --> 00:32:49.119
percent of your workforce probably don't relate
to it anymore at all. But no

398
00:32:49.119 --> 00:32:52.799
one's actually looked at it. We're
too busy. We got this other thing.

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Anyway, So to that, you
know important question, where do you

400
00:32:57.480 --> 00:33:00.759
go, Well, ask yourself,
you know, through your organization of course

401
00:33:00.759 --> 00:33:04.400
in the former so they anecdotical me
back to what do people think? Okay,

402
00:33:04.440 --> 00:33:07.160
how do we think recognition is being
managed? Do we think it's being

403
00:33:07.200 --> 00:33:10.319
done well? And somewhere within that
process, you're probably going to need to

404
00:33:12.079 --> 00:33:17.839
identify to yourself a champion, a
cultural ambassador, a who is going to

405
00:33:19.079 --> 00:33:22.400
speak to the voice and experience that
we'd like it to be. Now,

406
00:33:22.440 --> 00:33:27.160
certainly this is where the CEO does
have a role. If they want to

407
00:33:27.200 --> 00:33:30.960
create a legacy in an organization.
Rest assured it won't be a quarterly result

408
00:33:30.960 --> 00:33:35.519
that no one can remember after they
flogged off the sheds. Oh yeah,

409
00:33:35.559 --> 00:33:37.319
that was the CEO that we did
the thing. Did you end up in?

410
00:33:38.039 --> 00:33:44.680
What happened to that person? In
that they go both created a legacy

411
00:33:44.720 --> 00:33:53.960
of this this cultural dimension that extended
beyond that people remembered and feel connected to

412
00:33:54.079 --> 00:34:00.000
the value of. Interestingly, even
the CEO of Blackrock not too long,

413
00:34:00.480 --> 00:34:02.799
I think, in the last couple
of years begin to intimate to some of

414
00:34:02.839 --> 00:34:08.440
his publicly traded company videos. Hey, we want to look at your human

415
00:34:08.599 --> 00:34:15.880
capital in another dimension, and some
of them have been talking about it more

416
00:34:15.920 --> 00:34:20.679
frequently. There's a lot of press
associated with you know, you know,

417
00:34:20.800 --> 00:34:24.719
diversity and inclusion and the combination of
boards, et cetera. And of course,

418
00:34:24.840 --> 00:34:29.519
you know that's a great positive step
and a trajectory that we thank God

419
00:34:29.639 --> 00:34:31.280
on, which is people should be
valued not by what they look like,

420
00:34:31.360 --> 00:34:35.360
but what they do and they contribute
to who they are as people. Great,

421
00:34:35.480 --> 00:34:38.559
that's an excellent trend and momentum.
And the faster that it gets to

422
00:34:38.599 --> 00:34:42.400
the point where we're all colored blind, so to speak, the better it

423
00:34:42.440 --> 00:34:49.840
is. However, a forced requirement
to mix up your board like a chess

424
00:34:49.960 --> 00:34:54.280
game so that it's got the right
combination of these colors and combinations only produces

425
00:34:54.320 --> 00:34:59.039
an external, artificial influence on who
you should actually make because you're bored.

426
00:35:00.119 --> 00:35:04.960
If you have to force it,
great better than not doing anything at all,

427
00:35:05.000 --> 00:35:08.199
But better still is to let it
naturally evolve and grow and develop and

428
00:35:08.320 --> 00:35:15.199
reflect the web and culture that you
wanted to be as a Michael, Let's

429
00:35:15.199 --> 00:35:17.599
stop you there, just if if
we can, because I know you have

430
00:35:17.679 --> 00:35:21.360
the ability to really paint a picture
for us. If I want to grab

431
00:35:21.400 --> 00:35:22.920
our last break here so we can
go on to some more meat. I'm

432
00:35:22.960 --> 00:35:25.679
your host, doctor Elise Cortez.
We are there with Michael Leavey. He

433
00:35:25.760 --> 00:35:30.039
is the CEO of word Proud and
he has helped with his team over four

434
00:35:30.119 --> 00:35:34.159
hundred and fifty companies greatly improve their
engagement scores and reduce turnover through their design

435
00:35:34.239 --> 00:35:38.559
and development of bard running award winning
employee reward and recognition programs. We've been

436
00:35:38.599 --> 00:35:44.159
talking a bit about the strategy behind
and the importance of employee recognition. After

437
00:35:44.199 --> 00:35:45.320
the break, we're going to get
more into the need of designing them and

438
00:35:45.360 --> 00:35:50.760
their ROI staying with us. We'll
be right back. Doctor release Cortez is

439
00:35:50.800 --> 00:35:55.719
a management consultant specializing in meaning and
purpose and inspirational speaker and author. She

440
00:35:55.920 --> 00:36:02.719
helps companies visioneer for greater purpose among
stakeholders and develop purpose inspired leadership and meaning

441
00:36:02.760 --> 00:36:09.119
infused cultures that elevate fulfillment, performance, and commitment within the workforce. To

442
00:36:09.239 --> 00:36:14.559
learn more or to invite Elise to
speak to your organization, please visit her

443
00:36:14.599 --> 00:36:19.360
at Elisecortes dot com. Let's talk
about how to get your employees working on

444
00:36:19.440 --> 00:36:30.880
Purpose. This is Working on Purpose
with doctor Elise Cortes. To reach our

445
00:36:30.880 --> 00:36:36.880
program today or open a conversation with
Alise, send an email to Aleise Alise

446
00:36:37.480 --> 00:36:49.079
at Elisecortes dot com. Now back
to Working on Purpose. Thanks for staying

447
00:36:49.079 --> 00:36:51.639
with us, and welcome back to
working on Purpose if you're just joining us.

448
00:36:51.639 --> 00:36:53.000
My guest is Michael Leeby. He
is the CEO of Word Proud.

449
00:36:53.320 --> 00:36:57.400
So Michael, let's get into some
more of the actual medium. We've been

450
00:36:57.480 --> 00:37:00.239
talking strategy at a high level.
Now I want to if you would talk

451
00:37:00.280 --> 00:37:04.880
a little bit about what would define
an effective a successful employee recognition program.

452
00:37:04.920 --> 00:37:09.719
What would that look like' I like
to look at it in a reverse engineer

453
00:37:09.840 --> 00:37:19.679
from the perspective of the employee and
considering it from the organization. So I'm

454
00:37:19.880 --> 00:37:24.159
like, believe I work for ABC
Incorporated. I show up to work each

455
00:37:24.239 --> 00:37:30.800
day on time, and on Thursday, I did this extra great thing right,

456
00:37:31.000 --> 00:37:37.719
I self propelled myself to improve a
skill set, gove and beyond on

457
00:37:37.760 --> 00:37:43.079
a customer experience. It's something outside
of my court job function and description to

458
00:37:43.280 --> 00:37:51.559
the greatest satisfaction of my teammate customer
manager, subordinate unit. What should happen

459
00:37:51.639 --> 00:37:57.400
to me. As a result of
that, I should be acknowledged, possibly

460
00:37:57.760 --> 00:38:00.679
a little publicly, maybe within the
group of people that know me or that

461
00:38:00.760 --> 00:38:06.199
I know them. Maybe my manager
should be notified. Maybe if it was

462
00:38:06.280 --> 00:38:10.519
really important what I did, my
manager's manager should be notified. And it

463
00:38:10.599 --> 00:38:17.639
begins with that construct in mind,
which is, are the mechanisms by which

464
00:38:19.039 --> 00:38:25.800
positive actions by an employee can be
seen, captured, and nurtured in a

465
00:38:27.000 --> 00:38:35.719
positive, constructive fashion within an organizational
structure that does the following personal satisfaction For

466
00:38:35.800 --> 00:38:37.679
me, I feel good about it. If I feel good about it,

467
00:38:37.719 --> 00:38:40.559
as the person that did in the
world, what am I most likely to

468
00:38:40.599 --> 00:38:45.079
do? Go across the road and
see if they're paying me another three percent

469
00:38:45.159 --> 00:38:49.400
more, or hey, I feel
good about that. I should do that

470
00:38:49.519 --> 00:38:57.599
kind of thing again. Two that
the organization begins to see where that activity

471
00:38:57.960 --> 00:39:05.920
is happening, happening a lot,
not happening at all, and then beginning

472
00:39:05.920 --> 00:39:10.639
to ask to self the question,
well, that's interesting because I know that

473
00:39:12.000 --> 00:39:15.840
if it happens a lot in a
positive way, I got KPI outcomes,

474
00:39:16.199 --> 00:39:22.159
you know, Net promoter score outcomes, Gallop engagement survey, business outcomes,

475
00:39:22.639 --> 00:39:28.679
retention rate, quality, performance,
attendance, safety, whatever the variables are,

476
00:39:28.719 --> 00:39:31.639
they drive that particular unit. And
conversely, when it doesn't happen at

477
00:39:31.639 --> 00:39:37.599
all, what am I seeing at
the KPIs how big is the delta between

478
00:39:37.639 --> 00:39:42.840
those two? How much money does
the delta cost and produce? So that

479
00:39:42.920 --> 00:39:47.559
I'm beginning to actually tie that connectivity
from or what is the program to here?

480
00:39:47.719 --> 00:39:52.559
So first is to begin to get
into that mindset and orientation, and

481
00:39:52.599 --> 00:39:58.920
then to think through, well,
what could we do to create experiences that

482
00:39:58.960 --> 00:40:05.599
are like that? What processes and
procedures, what mechanisms do we have in

483
00:40:05.679 --> 00:40:09.840
place to do that? And then
the humanistic part. So let's first talk

484
00:40:09.880 --> 00:40:15.960
about the mechanisms by which it can
take place. So we'll give you the

485
00:40:15.960 --> 00:40:22.880
two illustrations, right. The first
is one client used to have the little

486
00:40:22.960 --> 00:40:31.480
car they recognitions fantastic. There are
cards in managers desks all over the organization

487
00:40:31.920 --> 00:40:37.960
and they can pull out that You're
a star card and they can write and

488
00:40:37.039 --> 00:40:42.239
fill out the car and then they
can hand it to the car to the

489
00:40:42.280 --> 00:40:51.039
person and Hey, a handwritten note
from a business leader right to you on

490
00:40:51.079 --> 00:40:53.559
a personal level that says, hey, I want I dear John, I

491
00:40:53.599 --> 00:40:57.360
wanted to really thank you for the
outstanding work that you do. Is amazing

492
00:40:58.159 --> 00:41:02.639
details, et cetera. Is enormously
powerful. Right, It's just that a

493
00:41:02.760 --> 00:41:08.199
it takes a lot of work.
So the frequency by which is happening is

494
00:41:08.960 --> 00:41:16.880
out, let's say, weighed by
its power to who saw it, who

495
00:41:16.960 --> 00:41:22.920
knew if it happened. There's no
database to go that manager does it a

496
00:41:22.920 --> 00:41:27.440
lot. That manager doesn't do it
at all, No one knew. So

497
00:41:27.559 --> 00:41:30.920
that's this weakness. And you know, because there's a lot of organizations and

498
00:41:30.920 --> 00:41:32.000
we talked to I'm like, we've
got this wonderful culture thing. I'm like,

499
00:41:32.079 --> 00:41:36.519
don't stop doing that. Nothing.
I'm going to say that you should

500
00:41:36.599 --> 00:41:40.360
replace the fact that that exists.
However, what is everybody else doing?

501
00:41:40.920 --> 00:41:45.880
Right? And that's the classic scenario
that we sort of see SOLF. Some

502
00:41:45.920 --> 00:41:52.079
companies come and tell us like,
well, you can email Francine in HR

503
00:41:52.400 --> 00:41:54.880
right when you see something amazing happening. Right, So you got like a

504
00:41:54.920 --> 00:42:00.159
ten thousand person organization the stuff happening
all the time, and then you know,

505
00:42:00.159 --> 00:42:02.559
the leadership goes, yeah, we've
got a recognition program, they can

506
00:42:02.599 --> 00:42:10.039
email fran scene. Then what happens
all right? See right? So I

507
00:42:10.079 --> 00:42:14.159
get to know eventually that Franccene's going
to pass on that I was a rock

508
00:42:14.199 --> 00:42:16.360
star. Right. That's the thing, is nothing wrong with fran scene.

509
00:42:16.360 --> 00:42:20.679
She's doing a fantastic job. She
actually has another job in the organization.

510
00:42:20.800 --> 00:42:22.840
She wasn't the inbox with the recognition
stuff. And then I don't know what

511
00:42:22.880 --> 00:42:25.159
I'm supposed to do with this.
Oh no, what do you mean?

512
00:42:25.199 --> 00:42:28.559
They put in their spreadsheet and then
they give it this committee, and then

513
00:42:28.559 --> 00:42:30.559
the committee meets together, and then
the committee decides, and then the community.

514
00:42:30.559 --> 00:42:34.960
It's like a Dilbert By that time, the employees left the organization.

515
00:42:35.960 --> 00:42:40.159
Yeah, what what the CEO gets
station? I'd like to I'd like to

516
00:42:40.159 --> 00:42:45.599
recognize Frank. Frank left. Okay, what's the next one on the list

517
00:42:45.639 --> 00:42:50.440
ship? Isn't there somebody on the
right? But I mean, seriously,

518
00:42:50.480 --> 00:42:53.360
this is what happens last in the
weeds, correct, Right? So the

519
00:42:53.360 --> 00:42:58.920
timeliness of the systematization and the lack
of visibility, the lack of visibility at

520
00:42:58.960 --> 00:43:01.280
the organization level, lack of visibility
with you, we then that you know,

521
00:43:01.320 --> 00:43:05.159
the inability to go did you do
it frequently? About that? Right?

522
00:43:05.239 --> 00:43:07.760
So on the other side, again, as I said, you know

523
00:43:07.800 --> 00:43:13.559
early on the presentation, everything has
a time. Anybody seeing one of these,

524
00:43:14.000 --> 00:43:19.199
you would believe it. It's this. Your employed populations have got those.

525
00:43:19.239 --> 00:43:22.559
I remember when we started doing this
fifteen twenty years ago. People don't

526
00:43:22.599 --> 00:43:25.679
have phones. Okay, fine,
fifteen twenty years ago we were innovative and

527
00:43:25.760 --> 00:43:28.960
right at the front. Right now, this is a thing. Right,

528
00:43:29.000 --> 00:43:30.159
you can't go to a shop and
buy a flip phone. My god,

529
00:43:30.199 --> 00:43:35.280
my wife reminds me, why did
you give the kids one of those phones?

530
00:43:35.320 --> 00:43:40.800
You can't get them off the phone. It's a separate conversation. That's

531
00:43:40.880 --> 00:43:45.800
because it's so exciting attractive. But
this is not a device, as I

532
00:43:45.880 --> 00:43:50.559
say, right, this is a
window, and the window will show different

533
00:43:50.679 --> 00:43:57.400
things. When we are in our
window, we are looking experientially for things.

534
00:43:58.480 --> 00:44:00.559
And so we say to companies,
every one of your employees when they

535
00:44:00.559 --> 00:44:07.039
go on break, goes like this. They may not be on break and

536
00:44:07.079 --> 00:44:09.239
they go like this, all right, that's right. Are they looking at

537
00:44:09.400 --> 00:44:15.119
things that relate to your company or
are they out there on the social media

538
00:44:15.159 --> 00:44:16.960
and the TikTok and the Instagram and
they're catching up and they're seeing who's doing

539
00:44:17.239 --> 00:44:22.840
They're catching up and they're seeing them. Who's doing here that subtlety? I'll

540
00:44:22.880 --> 00:44:29.840
do it in slow motion there,
Okay, they're connecting with people with their

541
00:44:29.960 --> 00:44:32.320
social networks, and they're looking at
their stars or their tennis or their sports

542
00:44:32.320 --> 00:44:36.280
calls and their other stuff. And
we're like, hey, we can't stop

543
00:44:36.480 --> 00:44:37.760
that, all right. I mean, you can put a policy no phone

544
00:44:37.760 --> 00:44:42.719
on the manufacturing plant, yes,
but as soon as they have an opportunity

545
00:44:42.760 --> 00:44:45.400
pick it up, they're going to
look around, like, let's create some

546
00:44:45.840 --> 00:44:51.440
space around the business, right,
and the space around the business that we

547
00:44:51.719 --> 00:44:57.599
might have the potential to engage a
population. Is is positive activities and things

548
00:44:57.639 --> 00:45:01.280
that are happening with their peers.
Bring it back home, yes, exactly?

549
00:45:01.360 --> 00:45:05.719
And what did their accomplition? Have
they gone above and beyond? Remember

550
00:45:05.760 --> 00:45:08.679
I was doing the recognition and a
handwritten note. Well, now let's do

551
00:45:08.719 --> 00:45:13.480
it in this way. Let's pull
up the device, Let's pull up the

552
00:45:13.639 --> 00:45:15.440
company app. Let's go, Hey, I want to recognize a lead.

553
00:45:15.519 --> 00:45:19.599
She did this fantastic job. They
literally you know this is what we can

554
00:45:20.119 --> 00:45:22.599
talking to the phone. What you
just did. I just attended this meeting

555
00:45:22.639 --> 00:45:25.000
with her. I just saw her
do this thing with this patient. I

556
00:45:25.119 --> 00:45:28.960
just heard he deal this fantastic thing
with this customer. She just did this

557
00:45:29.000 --> 00:45:31.039
amazing merchandise thing. Let me take
a photo of it, let me post

558
00:45:31.079 --> 00:45:37.400
it up. So what it's doing
is saying, oh wow, this great

559
00:45:37.480 --> 00:45:44.239
little device allows us to create the
experiences that we wanted to have Michael have

560
00:45:44.920 --> 00:45:51.119
on Thursday after he did this great
thing, and we can probably get them

561
00:45:51.199 --> 00:45:55.199
to do it at a ten x
to a hundred x factor than the multiple

562
00:45:55.239 --> 00:46:00.880
cards. And we can see exactly
who did what, so we know where

563
00:46:00.920 --> 00:46:05.719
it's happening a lot, and then
correlate APIs a little bit and none at

564
00:46:05.760 --> 00:46:10.679
all, and we can what I
would call the word I have to use

565
00:46:10.760 --> 00:46:16.760
this sort of amplify the positive energy
or recognition through the cool things that Facebook

566
00:46:16.760 --> 00:46:20.320
and Instagram taught us to do,
which is, I read this great thing

567
00:46:20.360 --> 00:46:23.599
about a lease and she did this
great, really cool thing with her customers

568
00:46:23.679 --> 00:46:29.039
or with her team or with this
innovation, and I'm going to share it

569
00:46:29.079 --> 00:46:35.079
now with another part of the organization
relevant because you are in a business of

570
00:46:35.159 --> 00:46:40.000
ten thousand people. So if we
have recognition activity and notifications and the manager

571
00:46:40.079 --> 00:46:44.320
celebrating, and then there's some birthdays, and then there's some people's anniversaries,

572
00:46:44.320 --> 00:46:45.480
and then this person got promoted.
And then, by the way, there's

573
00:46:45.480 --> 00:46:52.199
this new weldness thing which we all
do and incorporate into a unified experience.

574
00:46:52.679 --> 00:46:55.800
We have to organize. It's sort
of in a micro level, because you

575
00:46:55.880 --> 00:47:00.639
only know about one hundred people,
or have need to know about one hundred

576
00:47:00.639 --> 00:47:04.000
to two hundred and fifty people around
you. You don't need to know about

577
00:47:04.000 --> 00:47:08.320
what people in another country necessarily are
doing unless what they're doing is so important

578
00:47:08.320 --> 00:47:15.159
that that shared with your group.
So it is now organizing and systematizing the

579
00:47:15.239 --> 00:47:23.639
creation of social networks that are encouraging
and amplifying positive things that people are doing

580
00:47:23.679 --> 00:47:28.679
inside the business, which is saying
to other people in the business, here

581
00:47:28.679 --> 00:47:31.639
are good things, and see how
these people are being appreciated for their good

582
00:47:31.679 --> 00:47:36.679
things. And you know, it's
color blind, and look how interesting our

583
00:47:36.800 --> 00:47:42.320
rainbow happens to be. It's natural. I didn't shove it in there with

584
00:47:42.400 --> 00:47:46.920
an artificial external hr policy campaign to
try and make it happen. Letting it

585
00:47:46.960 --> 00:47:52.599
happen and grow and evolve in a
way that speaks to a population in a

586
00:47:52.679 --> 00:47:58.880
language and format that is natural to
them. So there's that sort of everything

587
00:47:58.920 --> 00:48:01.639
has a time. It's so beautiful, Michael, and that's why I wanted

588
00:48:01.639 --> 00:48:04.320
to have you on the show,
because you know, I'm a fan of

589
00:48:04.360 --> 00:48:06.719
what you do. I think it's
really important. I think it's so elegant,

590
00:48:06.760 --> 00:48:10.039
and you use technology, you allow
people to allow organizations to scale appreciation.

591
00:48:10.159 --> 00:48:14.480
What a thing. And guess what, we've managed to poop away a

592
00:48:14.480 --> 00:48:17.199
whole hour already together almost so we've
come to the end of the show already,

593
00:48:17.199 --> 00:48:21.920
Michael. So you know this show
is listened to by people across the

594
00:48:21.960 --> 00:48:25.840
world who care about creating a workplace
that is meaningful where they can be enriched,

595
00:48:25.840 --> 00:48:30.840
fulfilled and grow. What do you
want to little listeners with I would

596
00:48:30.840 --> 00:48:32.440
like to listen to two things.
Firstly, in the event that any of

597
00:48:32.440 --> 00:48:36.519
our clients and customers do happen to
hear this show, which will of course

598
00:48:36.559 --> 00:48:39.920
promote it, I want to thank
you all for your individual contributions for we

599
00:48:40.320 --> 00:48:45.679
and my team are a reflection of
the great inputs and ideas that you've had,

600
00:48:45.199 --> 00:48:50.079
the great inputs and collaborations that people
like you, Alice, you know

601
00:48:50.119 --> 00:48:52.920
we love doing that. And then
the only promotion is if this you think

602
00:48:53.039 --> 00:48:59.119
is something that is an initiative that
you want to pursue and explore inexpensive massive

603
00:48:59.280 --> 00:49:02.599
ROI want to look like a huge
success inside your business when you be the

604
00:49:02.639 --> 00:49:07.840
executive leader or otherwise. You want
to take this approach forward, go to

605
00:49:07.880 --> 00:49:14.119
work Proud dot com, Work Proud
dot com, and from there we'll pick

606
00:49:14.159 --> 00:49:16.639
it up and help you. Michael, what a beautiful way to finish the

607
00:49:16.639 --> 00:49:19.760
show is going to send them there
as well, So I'm glad you beat

608
00:49:19.800 --> 00:49:22.880
me to it. Thank you so
much for sharing your passion, your wisdom

609
00:49:22.000 --> 00:49:24.239
and your experience with us. It's
just been wonderful to chat with you on

610
00:49:24.320 --> 00:49:28.719
air. Finally have you on my
program. Great to be Thanks for the

611
00:49:28.719 --> 00:49:30.880
opportunity. All the best to you. Absolutely, Listeners, you knew where

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00:49:30.960 --> 00:49:34.360
to find him, you know,
look him up. They're doing great work

613
00:49:35.159 --> 00:49:37.159
and last week you missed the life, so you can always catch you.

614
00:49:37.440 --> 00:49:40.760
We recorded podcast. We were on
there with Peter Komber talking about collaborative creativity

615
00:49:40.760 --> 00:49:45.280
in the workplace and to innovate and
to increase employee fulfillment. It was actually

616
00:49:45.280 --> 00:49:49.159
a really smashing conversation because it was
a full moon for both of us.

617
00:49:49.519 --> 00:49:52.199
Five pm in Dallas for me,
midnight for him in Milan, Italy.

618
00:49:52.400 --> 00:49:54.199
We had technology problems and we still
manage to have great jobs of fun.

619
00:49:54.280 --> 00:49:58.199
It was a great conversation, very
illuminating. I hope you'll catch it.

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00:49:58.800 --> 00:50:00.199
Next week we'll be on the air
with On Baker, who is the CEO

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00:50:00.239 --> 00:50:02.960
of D two L, which stands
for a Desire to Learn. Will be

622
00:50:04.039 --> 00:50:07.239
talking about the importance and a role
of continual education involvement in today's rapidly ever

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00:50:07.280 --> 00:50:10.519
evolving marketplace and workforce. See there, Remember that work is at least a

624
00:50:10.559 --> 00:50:19.800
third of my life. So let's
work on purpose. We hope you've enjoyed

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00:50:19.800 --> 00:50:23.039
this week's program. Be sure to
tune in too, Working on Purpose featuring

626
00:50:23.079 --> 00:50:28.880
your host, doctor Elise Cortes each
week on the Voice America Empowerment Channel.

627
00:50:29.519 --> 00:50:36.679
Together, we'll create a world where
business operates conscientiously, leadership inspires impassioned performance,

628
00:50:37.079 --> 00:50:40.480
and employees are fulfilled in work that
provides the meaning and purpose they crave.

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00:50:42.239 --> 00:50:44.800
See you there, Let's work on
Purpose.