Inclusion as a Form of Recognition  

When we think of recognition, often it’s thought of in terms of rewards or recognition in front of peers. Did you ever think how inclusion can also be a form of recognition? While working with a team, one of the leaders mentioned that they were not included in a decision that influenced their organization. They said that the decision was made between three other leaders, and he was only told once the decision was made. He was frustrated, and it impacted his ability to trust the other leaders. By excluding him, he felt overlooked. Had they included him, wouldn’t he feel recognized as a member of the team? In addition, would including him communicate that he had something of value to offer? 

Whenever a decision is made in an organization, very often, you should include people who will be affected by the decision. This does not mean that the people you connect with and ask for their input would make the final decision, but it may surface things you did not know that would influence your decision. For that reason, when asking for other’s input, you should let them know you respect their input and ideas and will consider them when making your decision. Often, leaders have a different vantage point and other information that those affected by a decision may not have. If the information you have is not confidential, consider sharing it with those who you are asking for input. Regardless of whether you use their information, it’s important to communicate your final decision and why you chose to take that route. 

While working as a facilitator at General Motors, a decision was made to take a different approach and bring together all aspects of a department to discuss the upcoming changes. We brought in everyone, including the superintendent, general foreman, supervisors, set-up people, inspectors, assemblers, skilled trades, engineering, and the janitor. Usually, a new line would be assembled and finalized, and then they would problem-solve. In this instance, they decided to pull people together before the line was totally assembled. One of the setup people working on the line asked an engineer if that would be the final location for the head of the machine, which he would need to change. When the engineer replied it was, the setup person told him he would have to almost stand on his head to change the head, but if it was moved about 6 inches, it could cut about 35 minutes off the changeover time. Wow! Not only did the setup person feel good, but they also collaborated well to solve a problem before it became one. I would guess that the set-up person also felt that the inclusion resulted in him being recognized as an important part of the team. Moral of the story? Find ways to include people in decisions that will affect them, and it will in turn help them to feel engaged and recognized.