Praise and recognition: the importance of social support in law enforcement

FBI Law Enforcement Bulletin,The, Oct, 2005 by Tracey G. Gove

PRAISE IN THE WORKPLACE

Breaking Down Barriers

In an ideal work setting, praise will come from the top and work down. However, if managers do not receive praise themselves, they may not know how to give it. Further, they may feel that because it does not represent part of their department's culture, it is not part of their job. Also, supervisors are even more prone to stress due to additional pressures required by their position. They confront the same work environment as officers, but with additional responsibilities, including facing the consequences for decisions they have made and being caught between the wants and needs of administrators and subordinates.

Additionally, administering praise properly requires supervisors to publicly talk about feelings. In doing so, they make themselves vulnerable to others, a condition some may find difficult and intimidating, particularly in an occupation where, for years, they have hidden emotion to be effective police officers. (17) Many will consider it necessary to learn and then practice giving praise.

All levels of leadership should educate, model, demonstrate, and reinforce recognition and feedback skills. (18) Additionally, not only should everyone from the chief down provide recognition but command-level staff should hold supervisors responsible for providing officer recognition. Praise opens lines of communication, which builds trust--leading to motivation. Employees are the product of their environment. Supervisors, especially first-line ones, have the opportunity to make an impact and to create a supportive workplace. Progressive leaders will initiate this environment even if it is not pervasive throughout the agency.

Administering Praise

To have maximum effect, supervisors must give praise correctly. To this end, they can gauge their efforts by six important characteristics.

1) Timely: Praise should immediately follow the laudable behavior and be specific. This will ensure that the individual will know and likely repeat the desired behavior.

2) Appropriate: Supervisors should not give an expression of praise without reason or base it solely on personality. Further, they must consider their relationship with the officer (e.g., for a turbulent relationship, managers must give the praise carefully so that the employee will see it as sincere).

3) Given separately: Managers must not correct poor performance when giving praise. Of course, when disciplining an officer, kind words can help cushion the blow. However, supervisors must carefully separate these instances; if not, employees will accept future praise with caution as they steel themselves for the anticipated criticism to follow. They also may suspect insincerity.

4) Administered regularly: Supervisors should praise not only spectacular acts of courage but daily acts of solid police work on routine calls. A type of Pygmalion effect, or self-fulfilling prophecy, then will follow. As officers receive recognition more often for good work, it will build their confidence and help to increase performance.