Stacie Alexiou, CEM

Most crucial here is a diverse population of inputs to measure. Relying to heavily on any one factor could skew the outcome analyses. Once is irrelevant, twice perhaps coincidence, three times establishes a pattern. So where can we establish patterns with large enough populations to consider reliable data sources. Surely 3 of anything seems too small not to be negligible, but it's relative to each scenario. 3 cars 🚗 passing a stop light may not seem to be "enough" for a pattern but would 3 accidents at the same stop light? 🤔 Data is relative and needs context to be utilized. A number on its own, a part from its data set is...just a number until it's given context. Timing, frequency, case studies, historical data, all enlighten

These metrics are like a financial balance sheet or an energy equation. Energy in equals energy out...but it's not all neccesarily being captured where you might want it to go. Stakeholders ushering or educating each step of alignment while comparing the total resources, less the expenses factoring in losses of all types. Attitudes can consume or drive energy. Timing can result in diminished opportunity cost. Resources can be absorbed or optimized for the best outcome-in-time coordination. Change management requires very consistent effort and positioning.You can set great energy in motion...just ensure it's in the direction you intend to popularize as unbalanced swings with poor foundations can stall or tank. Stakeholders here are key.

If you are leading change, before any forward movement it is vital to capture where you are starting from so that progress can be realized. Benchmarking before any variables are shifted helps give shape to the progress made. Engage in regular measurement intervals where you have placed importance on assigning parameters of value to keep an eye on, i.e. kpis or key 🔑performance indicators. Each component should be owned or managed and the stakeholders would be ideally plugged in to recognition and feedback loops. The collective of progress measurements should represent the eco system of the planned change landscape I like incorporating a visual to represent the definition 🙌 of where we are going together, a path with milestones.

Timing is everything in recognition. The energy of achievements has momentum that can build or fade out. Recognize promptly and you can build residual effects igniting more achievements from a motivated team. Wait to long and you send the signal that the wins didn't matter or at the least that no one saw them. A motivated Team culture has a vibrant energy to it. Like ping pong...stay focused and keep the ball in play. Far too much throws everyone off, too little won't make it over the net. Team members want to know they have a shot and they can be the one recognized too. A model to follow or beat is a great standard to set through recognition. Be specific about what you are encouraging and prompt on recognizing strong initiatives.

Have you ever celebrated anything without a key loved one and thought to yourself...it just doesn't mean as much? That's how most employees feel when they are silently recognized. Recognition is not so much about boasting but rather a reflection of your industry credibility. When leadership highlights an individual, they are validating their credibility amongst their peers. This also sets a tone, ignites natural competition and support for respected team members. Recognition is a vital aspect of team culture as it is priceless to the organization and when done elegantly fuels the team collectively forward. Recognition also reminds less active members that their work does matter and someone is seeing it. Culture is built in these steps.

Leaders are busy, your team gets it! But, being too busy to offer feedback is a recipe for disaster. What people don't hear they fill in themselves and a guess is only as good as the info you have to go on. If its not you giving the direct feedback work with your team to assign an engaged senior member of the organization to be present and offer regular feedback. Those who show up and engage will have deeper roots in the culture of the company. Some ways to show up: 1. walkthroughs of physical sites -check in 2. pop up - attend cross departmental meetings follow up with meeting leads on how they took initiative to solve current challenges 3. schedule informal rotating 1:1's coffee setting 4. respond to reports! 5. ask questions directly