The need for quality staff in public parks and recreation is critical. Read Newsweek or watch the six o'clock news and it becomes aparent that managers everywhere lament the lack of motivation in the workplace, absenteesm, turnover, apathy, lethargy as well as a host of other evils that diminish productivity and service. With the "Graying of America" leading to early retirements and our nation's growing concerns regarding the basic skill levels of a young workforce, there is a recipe for failure unless we begin to recognize and value those special people who have selected the service sector as their passion.

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Extending appreciation and thanks to those who work hard to contribute to the overall mission of Parks and Recreation agencies just might lead to workers who feel good about themselves and, as a result, are more productive.

Parks and recreation is a profession that is service-driven and staff-dependent. Managers are in positions to satisfy people who are paid to satisfy others. Since the 1940s, human behavior research has suggested that staff members are motivated by a number of needs both at work and in their personal lives. Managers are challenged to create work environments that not only recognize staff needs, but attempt to satisfy them as well.

According to Maslow's Hierarchy of Needs, once we attain those needs at one level, we can catapult to the next. Thus, in order for staff members to reach their potential and feel a sense of achievement (or "self-actualize"-Maslow's highest level) they must be regarded and recognized.

Most staff members behave as they have been conditioned to behave. Managers who disregard their staff members' successes are not providing the needed reinforcement for repeat performances. Conversely, the recognition of performance, effort, or even a willful attitude by managers will result in increased productivity and a contented staff. Acknowledgement of achievements is motivational because it helps enhance worker self-esteem. For many, recognition may be viewed as a reward in itself. Everyone appreciates being recognized. Some may prefer to be recognized outside of a large circle in a one-on-one situation, while those who have egos may like fanfare and balloons. Regardless, we all need to be acknowledged.

Whether you're a seasoned manager or fresh out of college, it is useful to review specific skills for praising and reprimanding others. According to Kenneth Blanchard and Spencer Johnson, authors of The One Minute Manager, some important fundamentals are forgotten when managers give verbal praises and reprimands to staff. The primary problem with praises and reprimands is the amount of time it takes to deliver them.

Imagine this praise scenario by a manager. A staff member spent considerable time designing a fresh bulletin board for summer programs. What is the manager's response to the staff member's efforts? "Oh, by the way, Tom, nice job on the bulletin board." That's it. A fleeting remark!

Yet pity the reprimand received by the poor staff member who neglected to restock the copy machine with paper: "Rachel, don't you know that each of us are responsible reloading the copy machine with paper? Nothing irritates me more than to have to remind of you this. I hope you won't forget next time because I'm tired of reminding you."

In short, too little time is spent on praises, yet reprimands seem to drag on endlessly like the adult voices in Charlie Brown cartoons, like muffled trumpets, "whaaa whaaa whaaa whaaa." When

Simple Ways to Recognize Staff • Remember names (very powerful when you remember part-time staff names and family members). • Recognize special dates like birthdays or anniversaries. • No one person is more important than any other. Treat everyone with respect. • Be polite. Use "please" and "thank-you." • Give timely feedback. If something happens today, avoid waiting to address it in three months during their evaluation. • Conduct regular staff evaluations. Honest feedback is critical to improved performance. • Ask people what's important to them. What do they like? Dislike? • Make time for them. Schedule site visits into your calendar if necessary. • Remember the 4:1 principle: for every four times you are in contact with people, make no more than one contact "negative." • Tell them "good job" when appropriate. • Send thank-you cards to staff after intense events, programs or seasons. Let them know you appreciate their efforts. • Take your staff to lunch upon occasion. • Make them special gifts such as holiday goodie bags. • Hold special events for your staff (e.g., egg hunts during staff meetings).

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Scenarios for Practicing Praises and Reprimands Use the following scenarios to practice role-playing praises and reprimands. Find opportunities to practice such as at a staff meeting or as part of an in-service training session on managing behavior (of staff or even participants!). 1. The equipment manager at your agency took the equipment room keys home after work. The staff member running the evening activities at the agency couldn't access the sports equipment as a result. Practice a reprimand. 2. A new recreation professional at your agency created an amazing bulletin board for the spring season. Practice a praise. 3. A lifeguard was late to work. Practice a reprimand. 4. You observed a staff member taking extra time with a fellow staff member to help with a registration problem on the computer. Practice a praise. 5. You read an article in the local paper that featured your staff member's work on organizing the upcoming softball tournament. Practice a praise. 6. You observed a staff member dozing off at the reception desk of the agency. Practice a reprimand.

staff members spend considerable time on a project only to hear "oh yeah, nice job," they begin to feel that their work is not appreciated. Similarly, when reprimands drag on and on, staff members start "tuning out" and the whole experience becomes negative.

Managers who create environments where staff members feel good about themselves will foster staff who produce positive results. In delivering praises and reprimands, be specific in your observations of the staff member. For example, during a reprimand it would be better to say, "I heard you swear at the children during t-ball practice today" rather than saying something vague like, "I think your coaching skills need work."

Managers who create environments where staff members feel good about themselves will foster staff who produce positive results.

Something else that makes these skills effective is the use of direct eye contact. Giving direct eye contact is not easy for everyone due to one's self-confidence or experience level. A trick for using direct eye contact is to look not at the person's eyes, but to instead look at the bridge of his or her nose. It works! Finally, remember that everyone's management style is different. Although these praises and reprimands are intended as one-way communication (the manager talks while the staff member listens), some managers may welcome comments or input from their staff.

Hopefully these management strategies will help managers foster work environments where staff feel good about themselves. Remember, when people are managed to feel good about themselves, they produce positive results!

Jamie Sabbach, CPRP and Barbara Elwood Schlatter, Ph.D.
both teach in the Recreation and Park Administration Program at Illinois State University.

Resources
Blanchard, K. & Johnson, S. (1982). The one-minute manager: The quickest way to increase your own prosperity. New York: Berkley Books.

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