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30 Days to a Happy Employee

Acknowledgment motivates individuals to greater productivity, loyalty to the company, and pride in themselves and in what they do. Acknowledgment is one of the most cost-effective ways to take good care of your business.

Introduction

Chapter One: Beyond the Paycheck . . . for a Reason
Acknowledgment of the individual';s value and contribution is the key to his continued improvement and satisfaction at work. The long-term retention of an employee requires a reward beyond the paycheck.

Chapter Two: Once upon a Performance Review
The 30-day process is one of reflection and observation. The process brings about a situation wherein the affirmer gains a deeper appreciation, not only for the one affirmed, but also for himself. As a result of the individual’s having received a positive vision of himself, his productivity and performance improve.

Chapter Three: The High Cost of Low Trust
When an employer fails to appropriately acknowledge employee contribution, morale suffers, employee productivity decreases, and personnel turnover increases. When an employer-company is reputed to respect and appreciate its employees, the quantity and quality of individuals wanting to be employed by the company increase.

Chapter Four: A Thirty-Day Journey That Lasts a Lifetime
First, the affirmer must choose someone with whom he considers it important to have a good relationship. Second, the affirmer must commit to communicate with his chosen individual, once on each of the thirty days, a quality or trait that the affirmer really likes, admires, or values in his chosen individual. The guidelines of the 30-day process are:

1. Once the affirmer starts the process, be must commit to finishing it.
2. He must share the traits in person.
3. The individual to be affirmed must be an individual selected by the affirmer himself.
4. The affirmer must choose an individual with whom the affirmer has a healthy relationship.
5. The affirmer must explain to the selected individual what the affirmer is doing!
6. . . . . . . . . . . . . .