Does giving praise cause entitlement?
Can too much praise lead to entitlement? It's a question that has sparked debates and discussions among managers. Some argue that recognition fuels motivation and productivity, while others caution against the potential concern of breeding entitlement. So, what is the truth?
Let's start by debunking a common misconception: offering recognition and praise does not inherently breed entitlement. It serves a fundamental human need—the need for esteem. When employees receive acknowledgment for their contributions, it validates their efforts and fosters a positive work environment.
However, giving recognition is not without its hazards. Some things can turn genuine appreciation into a sense of entitlement!
1. Giving False Praise:
One of the biggest threats to meaningful recognition is offering false praise. When appreciation is insincere, it loses its value and can even backfire, fostering a sense of entitlement rather than appreciation. Being authentic is key; praise should be genuine and specific, reflecting a genuine appreciation for a job well done.
Why do we give false praise? I believe it’s usually with good intentions, but we know we’re supposed to be giving it, so we give it without meaning it. Sometimes we may give generalized praise to the whole team, however, if some folks on the team are undeserving of it, it’s no longer genuine.
Giving false praise is so dangerous, that it’s better not to give out any at all.
To give genuine recognition takes work! Just like giving any other feedback to somebody. To give solid, real praise, think of these questions:
Why do I value this person on the team?
What are their strengths that bring value to our team?
How do they make my job/life better or easier?
What would be the downfalls if they left my team?
2. Ignoring Performance Issues:
Recognition should never be a band-aid for underlying performance issues. If an employee's work needs improvement, showering them with praise without addressing these issues will create entitlement. Instead, effective management requires a balanced approach that combines recognition with constructive feedback.
If we get in the habit of giving praise without correcting performance issues, well of course the person will start to feel entitled! If all you ever did was tell me how great I was, then I would expect you to say “yes” when I ask for a pay raise.
Now, I’m not saying that you need to give the recognition and correction feedback in the same conversation. Keep these two types of feedback in separate conversations, but be consistent in doing both!
3. Hiring Individuals with Egos:
Patrick Lencioni, in his model of the Ideal Team Player, highlights the importance of humility in creating a productive team environment. Individuals lacking in humility are more prone to entitlement, viewing recognition not as a validation of their efforts but as an entitlement owed to them. Therefore, hiring individuals with the right attitude—those who value teamwork over personal glory is critical.
It's crucial to recognize that entitlement is not a byproduct of praise itself but rather a symptom of deeper issues such as ego and lack of humility. Addressing these root causes through effective management practices, including honest feedback and thoughtful hiring decisions, is essential in creating a culture of appreciation without breeding entitlement.
So, should we hesitate to offer praise for fear of creating entitlement? Absolutely not. Genuine recognition has the power to inspire, motivate, and elevate your employees. However, it's important to be careful, ensuring that praise remains authentic, performance issues are addressed, and team members don’t have an ego.
