How Global Mobility Managers Can Boost Assignee’s Morale in Half a Minute  

Half a minute of recogntion. That’s only 30 seconds. That’s all it will take to create a trickle of empathy that can boost your employee’s morale, which can then build into a shock wave that can deepen the connections that are the undercurrents that unite them and their colleagues into one united, productive team.

As Inc. explains it, the only investment that the leader — or global mobility manager — will make is time, a bit of effort (especially if they are not used to doing this), consistency, and unmistakable sincerity in acknowledging a talent’s efforts.

 Inc.’s recommendations cannot be faked in order to work. The assignee has to feel that the words and gestures coming from their superior are authentic. But they just might be enough for them to overcome whatever discouragement they are feeling at the moment, and face the challenges with a renewed self-confidence.

In those critical seconds, the leader must be able to approach the assignee and communicate any of the following: acknowledgement, encouragement, praise, and gratitude. It depends on what the assignee needs at that moment in time, and this is where the leader’s people skills come in.

Acknowledgement is the expression of recognition or appreciation, says Dictionary.com. 

That means the global mobility manager outwardly recognizes or appreciates the assignee’s contribution to the company. 

The acknowledgement might happen in front of a larger audience, or it can be done privately between the two of them. What counts here is that the assignee knows that their leader has taken note of and given merit to their hard work.

It shows that the leader has elevated them from the crowd and recognized them as an exemplary individual. Knowing that they have caught their leaders’ justly-earned eye can  motivate the assignee to shine even more.

Encouragement is a sign of support which says that the global mobility manager has their assignee’s back. It shows that regardless of  how tough the situation is, the leader has confidence that the assignee can face and overcome it.

It enables the assignee, who might be fearful or insecure at that point, to find the strength to win their game. As Business Success Dynamics points out, “encouragement” literally means “a renewal of courage.” 

Gratitude is one of the core values that many companies instill in their culture. One person thanking another makes them realize they do need each other.

It is an open acknowledgment of a healthy kind of synergy that goes a long way in strengthening a team. Richmond Brothers has made it a foundation of their working environment, because showing gratitude constantly has made their workforce more productive and more driven to achieve more. 

There is a thin line between praise and acknowledgment. Praise happens when the leader declares public generous commendations about the assignee in front of other people. The bigger the crowd, the more generous the praise. 

It might even be accompanied by a tangible reward like an extra day off, a ticket to a popular play,  or a small bonus. Effusive and lengthy praise can also become a tool to follow the lead of the assignee who had just become the talent of the day. The assignee who hears it will bask in their moment of glory. 

There is, however, one significant difference between praise and acknowledgement done behind closed doors. The assignee, who has been praised in front of their peers, now also sees that they have a record or reputation that they must live up to. The victory is not just theirs — in a sense, it is a responsibility that they must honor to sustain their good work and encourage the team to do the same. 

All these positive words that build morale and motivation are well-known secrets to the giants of Silicon Valley. Back in their start-up days, their founders and executives handed rewards and recognition, in word and in deed, to outstanding employees who delivered beyond the call of duty. 

Some of them continue to do so today. Many companies might not have the resources right now to provide free massages or hold festive town hall meetings for their people. However, they do have 30 seconds each day to motivate their team to do better and, collectively, their company to become winners.