As the DBA for my company I know what its like to be the low-profile player! I think you hit the nail right on the head. Its so bad, people actually wonder what I do, since there are very few problems with the database. Some people don't even realize there is a database running under our ERP system. That tells me I'm doing a great job! In fact, other companies call from time to time to get help with their databases.
Yet, ask what I need to do to get a promotion in the new technical promotion track, and I'm told I need to take more of a leadership role! How much more leadership do they need, I'm the senior DBA, managing all database admin tasks. I'm called in to consult daily by the business in regard to data issues. Of course, lets not forget the fact that the new level was created to allow us techies to advance without having to change to management!
It just reinforces the point, don't forget the low-profile player. When you create advancement tracks for your techies, don't just promote all the webheads. After all, you might not realize I'm in the background doing all this work because my systems are always up, but without that database, the web-monkies wouldn't have any data!
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In a former life as manager of a Help Desk, I would budget quarterly for pizza lunches and Mountain Dew drop offs. I set aside about $250 per month (32 people in the department). My boss thought it was great because she knew it was an investment that paid large returns.
Also, whenever we had available hardware I would fund a Quake party using the available hardware as the Quake server. (After hours of course) The group ate this stuff up. My cost: approx. $150 my return: the lowest departmental turnover rate in the company.
Spend your money strategically and it will pay great dividends. Most of the money was spent during the high pressure/stress time of the month such as end of the month.
DKS
Also, whenever we had available hardware I would fund a Quake party using the available hardware as the Quake server. (After hours of course) The group ate this stuff up. My cost: approx. $150 my return: the lowest departmental turnover rate in the company.
Spend your money strategically and it will pay great dividends. Most of the money was spent during the high pressure/stress time of the month such as end of the month.
DKS
A company that I worked for had a great method to recognize extra effort.
Every employee had the ability to award a simple little "Q" Card to someone who they witnessed providing quality service.
The card was perforated and the stubs were placed in jars for mothly and quarterly random drawings for different low-cost prizes.
Of course, those individuals with high visibility still received the largest proportion of cards, but the way that low visibility individuals appreciated the recognition when they received a card made it rewarding for them as well.
It was a great tangible "Thank You" from the employees internal customer, co-worker or supervisor.
Every employee had the ability to award a simple little "Q" Card to someone who they witnessed providing quality service.
The card was perforated and the stubs were placed in jars for mothly and quarterly random drawings for different low-cost prizes.
Of course, those individuals with high visibility still received the largest proportion of cards, but the way that low visibility individuals appreciated the recognition when they received a card made it rewarding for them as well.
It was a great tangible "Thank You" from the employees internal customer, co-worker or supervisor.
I work as the network admin for a small software consulting firm. I outsource to the companies we build software for and keep the systems running. I qualify as one of those "overlooked" people, as the only time people look to me is when something is broken. I like the job, and feel competent doing it, but a pat on the back every now and then would be worth a lot.
I agree with this article 100% - one of a manager?s key jobs, I think, is to do this! I?d add a few thoughts of my own.
1. You need to be careful about how to recognise someone ? the example of the doughnuts and pulling everyone along to celebrate sounds great, but what if the person concerned is dieting or hates doughnuts, or hates public situations like this? You need to think about what the person will most appreciate (and you can?t do that if you don?t know them very well, so you need to make sure you get to know your staff!). To give Mark credit, he does make this point, but it?s worth underlining.
2. You should also be careful about what it is you?re recognising. If you tell someone they?ve done a great job, this may sound like it?s giving praise but they may not see it that way. The example about the server crash sounds fine, but what if the engineer sees that part of her job as boring and routine, and actually she?s been working on a new continuity plan for the past 6 weeks. She could end up being annoyed that you have recognised her for something she doesn?t care about and ignored something she does. The key is to recognise the effect on you and thank them for that, e.g. by thanking her because it made you feel confident that server faults were quickly and effectively handled, and that you could tell your superiors about the section?s excellent response.
3. Finally, on rewards. This is a great idea, but in public sector organisations would be difficult, ifnot impossible to do - gift certificates, afternoons off, etc.
1. You need to be careful about how to recognise someone ? the example of the doughnuts and pulling everyone along to celebrate sounds great, but what if the person concerned is dieting or hates doughnuts, or hates public situations like this? You need to think about what the person will most appreciate (and you can?t do that if you don?t know them very well, so you need to make sure you get to know your staff!). To give Mark credit, he does make this point, but it?s worth underlining.
2. You should also be careful about what it is you?re recognising. If you tell someone they?ve done a great job, this may sound like it?s giving praise but they may not see it that way. The example about the server crash sounds fine, but what if the engineer sees that part of her job as boring and routine, and actually she?s been working on a new continuity plan for the past 6 weeks. She could end up being annoyed that you have recognised her for something she doesn?t care about and ignored something she does. The key is to recognise the effect on you and thank them for that, e.g. by thanking her because it made you feel confident that server faults were quickly and effectively handled, and that you could tell your superiors about the section?s excellent response.
3. Finally, on rewards. This is a great idea, but in public sector organisations would be difficult, ifnot impossible to do - gift certificates, afternoons off, etc.
Dear Mark, As a member of the Australian Institute of Office Professionals National Editorial Committee, we would like to reprint the article "The Power of Informal Recognition" by Mark Kimbell in our National Magazine "Leading the Way" due for publication in April 2009. We saw this in the first instance in the AIOP NSW Division Newsletter "In Touch" last June and felt it appropriate for inclusion in our national magazine which will reach a far larger audience. For reference you provided permission to reprint an article last year entitled "Your might be a micromanager if". I look forward to hearing from you.
Regards Jenni Lumsden AOP FAIOP, Member National Editorial Committee and President AIOP Western Australia Division.
Regards Jenni Lumsden AOP FAIOP, Member National Editorial Committee and President AIOP Western Australia Division.
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