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The Human Factor

By David Smith
President, The Employers’ Association
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Society has come to minimize the importance of competence. We do not want to single anyone out so we lessen the importance of succeeding. Giving praise for accomplishments would make those unable to succeed feel inadequate. We strive to make everyone feel good about what they are doing. Rewarding what they have accomplished might leave someone out. We heighten positive self-esteem and emphasize equality (failing to acknowledge that “equity” is far more important in life than “equality”) in order for them to be confident in taking the risks required of success.

Has the concept of building a “positive self-esteem” become the driving force in our homes, our schools and the workplace (at the expense of success and accomplishment)?

Might it be time to stop the shifting of wealth, intellectual capital and reward for accomplishment from those that deserve it to those that wish they could have it before irreparable harm is done to the values of our youth, the development of our leaders or the destruction of the great American dream?

We must first recognize the ways we are being blended and homogenized into a single entity, and then take intentional action to retain our individuality if we hope to reduce the appeal of taking the easy way out.

Our fervor to make people feel good often eliminates the motivation they innately have to achieve their full potential. Students receive praise for working hard rather than for coming to the right answer. Workers receive a small across-the-board increase for doing the minimum when they decided to show up for work, with the same recognition going to those that accomplished much in order to avoid confrontation.

Families are often too busy to help a child with homework. Excuses are made and calls placed to the teacher complaining about what is being required, an act that undermines classroom authority and reinforces the belief that firm expectations are meant to be negotiated. We adopt the level of performance deemed to be acceptable, so why reach beyond if the same praise and recognition are provided simply for trying?

Business leaders often reward the masses by giving performance reviews that, by avoiding confrontation, establish that marginal results are satisfactory.

Praising someone for “doing the best work within a certain area when they are here,” especially if the person has an absenteeism problem, may be good for their self-esteem but does nothing to improve a worker’s attendance. It also does it elevate the organization. Giving an across-the-board pay increase minimizes friction but rewards mediocrity. Adjusting an employee’s work schedule to “meet their situation” does not address their inability to show up on time or work as needed to accomplish the job. I have seen organizations attempt to develop workplace teams so nobody is left out of the decision-making process, but the tactic can often cause unnecessary delay and the adoption of a workable solution that may not be the best alternative.

An individual should build their self-esteem, but the operative word we seem to miss is “self.” We cannot make another person feel better about herself — that must come from within. In order to help build an individual’s self-esteem, care must be taken to create situations that maximize the chances of success. To help another build his sense of purpose and individuality we should:

• Recognize efforts which may actually be leading toward failure and/or the willingness to accept new responsibilities, but reward their accomplishments.
• Provide adequate orientation and training, along with realistic expectations, when placing unqualified individuals into positions they think can be handle. Recognizing their desire to succeed is a good first step — providing the tools needed to succeed allows them to accomplish objectives that will build their self-esteem.
• Praising an individual for trying hard if he shows progress or success. False praise does not encourage better performance — but sets a lower standard as being acceptable.
• Distribute appropriate rewards to those deserving them because of their results. Giving everyone the same pay increase or grade to minimize confrontation helps to retain the under-qualified worker and “reward the average” while de-motivating high achievers.

We have been told that a good self-concept breeds success. I would offer success creates a good self-concept. We have been told students and workers need to work as equals within teams to accomplish anything. I would offer all teams need a leader to accomplish change. We have been told that rewarding the process will enhance creativity, thereby minimizing the fear of failure. I would offer that rewarding an individual’s accomplishments while constructively addressing sub-standard efforts will foster creativity and encourage risk-taking behavior that produces success and eliminates the fear of failure. It is good to think about a person’s “self-esteem” but perhaps better to encourage her success!

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