Guest Blogger: Performance Management, Appreciation, and Motivation in the Era of the Skinny Chicken

Today I introduce to you, Amy Ambrose.  Amy and I have worked together for the past 10 years and she has become a close friend of mine.  Amy runs the operations for our region with 80+ employees under her sphere of influence.  Amy brings a level of creativity to our team that is unmatched, she is always thinking outside of the box.  She inspires change which is a constant in today's workplace and is amazing at implementation. This woman can get stuff done!  And she does all this with a great sense of humor that keeps you grounded in that "its just work, don't take yourself too seriously" type manner.  Amy's ability to communicate is something we can all learn from, thus why she is going to share some thoughts on Performance Management and Appreciation. 

The Urban Dictionary defines Skinny Chicken as: to offer little or nothing; to shaft; to be cheap

The phrase, “the skinny chicken” is used around my house to express dissatisfaction or a general feeling of getting “the scraps”.  While this might not be a common expression in the office, I think many leaders feel that performance management and accompanying compensation process leaves them nothing to offer most of their employees, even at times, their best employees, nothing but the skinny chicken.  After completing the annual performance cycle in my division of 80+ employees, I’ve given some thought to the performance review process and how to avoid feeling that we are only serving the skinny chicken to employees.  I find that the answer is demonstration of genuine appreciation, not as the “runner-up” prize, but the true Blue Ribbon winner.  

Employee motivation and high organizational performance and profits go hand in hand.  The Gallup organization found that when all of an organization’s employees are highly motivated and performing at their peak, customers are 70% more loyal, turnover drops by 70%, and profits jump 40%.  Appreciation is the foundation for motivation.  However, Tom Rath and Donald O. Clifton of Gallup document that 65% of American workers received no recognition in the workplace last year.  

The Leadership Experience by Richard L. Daft offers a Simple Model of Motivation that begins with a Need (money, recognition, achievement) which leads to Behavior, which leads to Rewards.  Rewards can be intrinsic, or “self-satisfaction” or extrinsic, which are rewards given by another person, typically a supervisor, such as a pay increase or promotion.  Intrinsic rewards appeal to the “higher” needs of employees – a sense of accomplishment, feelings of competence, growth, fulfillment, and self-determination.  Extrinsic rewards appeal to the “lower’ needs of individuals such as material comfort and basic safety and security.  

Maslow’s Hierarchy of Needs can be applied here in that basic Physiological and Safety needs are likely met in most organizations – Base Salary, Safe Workplace, Benefits – which gives leaders the ability to focus on the Belongingness, Esteem, and Self-Actualization Needs.  However, too many times we neglect to take this view and focus on emphasizing salary increases (basic need) over the true motivators of being a part of an excellent and challenging work group, recognition, increased responsibilities, autonomy, and creativity.  

Frederick Herzberg builds upon Maslow’s theory regarding factors that affect worker satisfaction.  Factors that negatively impacted or showed a neutral impact to employee satisfaction were Working Conditions, Pay and Security, Company Policies, Supervisors, and Interpersonal Relationship.  Factors that led to Highly Satisfied employees were Achievement, Recognition, Responsibility, Work Itself, and Personal Growth.  

Current thought leaders have devoted significant research to appreciation and motivation.  A few that come at the topic from different angles but all arriving at the same conclusion are Dan Pink, Tony Schwartz, and David Horsager.  In Pink’s book Drive he states “science has shown that we have achieved a higher plane where motivation is achieved as much intrinsically as extrinsically.  For example, researchers have found that we do our best work when motivated from within, when we have control over our work, and when we feel a deep sense of purpose.  Under such conditions, we can achieve a real mastery over what it is that we do.”  Tony Schwartz and The Energy Project talk about the need to have fully engaged and motivated employees through renewal of four energy needs – one of which is Significance or Purpose.  Finally, David Horsager’s book, The Trust Edge, introduces the concept of magnetic people being connectors.  Leaders are connectors.  Horsager states that “One secret and irresistible quality of magnetic people is that they’re grateful.  They are genuinely grateful and it shows in their interactions with others.”

My challenge to you as you prepare for your next performance or compensation discussion is to put aside crafting a message which makes a Skinny Chicken look like a plump, Thanksgiving turkey, and instead think about how to show appreciation and gratitude to the employee which will translate into motivation.  Don’t waste time fulfilling “lower” needs and view “higher” need rewards as the consolation prize to a smaller or non-existent monetary award.  Many times we miss everyday and “annual” opportunities to show appreciation and provide motivation that appeal to an employee’s fundamental desire to be appreciated.  

A quote from Maya Angelou sums it up well.  I’ve added context in parentheses to illustrate my meaning.

“I’ve learned that people will forget what you said (performance feedback or rating),
people will forget what you did (salary increase or bonus),
but people will never forget how you made them feel (appreciation and recognition).” 

Guest Blogger, 

Amy Ambrose