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The dilemma of ‘Consistent Excellence’
February 01, 2010
I’ve heard a concern numerous times in the past few months: “We only reward people who are involved with big initiatives. Most of our people don’t get to work on those projects and they feel left out.”
I had a chance to give a speech at the headquarters of American Express last week. This financial services firm is quick to attribute its success to its 60,000 people, all of whom are consistent, dependable, and trustworthy. And yet most come in every day and do their jobs without fanfare. With that in mind, AmEx’s recognition program includes ways to recognize performance within the job scope.
I met one employee who told me he’d won his department’s Consistent Excellence award. This person works mostly behind the scenes—supporting brand and communications activities. He certainly helps build and maintain the stellar AmEx reputation, but he had not previously been in the spotlight very often. He said the Consistent Excellence honor thanked him for the many things he’s done over the years. The award was presented in front of his colleagues and specific contributions were noted. It was truly a highlight of his career.
Great firms like AmEx realize that above-and-beyond recognition is often what we call “in-role,” rewarding employees who behave in exemplary ways within the realm of their daily jobs. By their actions, these people set an example for other workers, build strong connections with your customers, and are the living embodiment of your core values. Fail to recognize above-and-beyond behaviors within the job scope, and you fail to drive continued great performances.
