Research shows that appreciation – as measured by the VIA character strength of appreciation of beauty and excellence – is not used a great deal at work (Money, Hillenbrand & Camara, 2008). Appreciation is something that is often associated with nature, art, or skillful performances: we appreciate a great piece of music. It is this last meaning that is useful in workplace teams.
Subtly different than gratitude, which is about being thankful, appreciation is the strength that allows us to see and name the skills, values, and contributions of people around us (Peterson & Seligman, 2004). It is a strength that helps us to recognize the contribution of a colleague in a more comfortable manner. And yet we don’t use it much at work.
The strange thing is that it is not an uncommon top strength – some research suggests that 4 out of 10 of us rank it as a top strength (Peterson & Seligman, 2004). Maybe we just don’t think to use it in the workplace. The same is often true of love – but that is another story!
Checking in on your sense of appreciation
When was the last time you took a stakeholder aside and thanked them for their contribution? Maybe you are good at thanking people – after all; research shows that Gratitude is a top strength for about 25% of us (McGrath, 2017)
When was the last time you told them why you are thanking them? Explaining what it is specifically that they have brought to the table that was useful and why? Telling them in enough detail that they can repeat the behavior in the future and make it a permanent fixture in their project contributions. If it was recent, that is great. All too often, we go through the day on autopilot, taking in our stride the contributions from colleagues. We are all too quick to notice when someone is not giving us what we want or need on a project, but when people do what we think they are supposed to, we tend to take it for granted. We may give a quick “thanks” to someone who has delivered on something.
It starts with you
We do the same thing with ourselves. I often speak with groups and train people about character strengths. They are one of the triumvirate of factors that when working well together, put us in what Dr. Neal Mayerson, founder of the VIA Institute on Character calls, “the Power Zone.” The other two prongs are talents and skills. When we take our talents, build them with training and practice into skills and then add in our character strengths – those internal motivators that give us a sense of connection to what we are doing – this triangle of personal attributes creates our own capacity to excel. It is not unlike the talent triangle of leadership, strategic, and technical skills in project management.
Ruth Pearce, JD, PMP, PMI-ACP, ITIL ACC is the founder of Project Motivator (ALLE LLC) and is a certified coach trainer. She is the author of Be A Project Motivator: Unlock the Secrets of Strengths-Based Project Management. Ruth has 25 years of project and program management experience in financial services, state government and non-profits, working with teams across the globe. Her focus is on developing project management skills in human factors enabling them to build empowered and engaged teams that deliver. Ruth writes about communication, stakeholder management, and culture & behavior.