As Baudville’s copywriter, I am painfully aware of the number of themes we have that relate to making a difference (if you’ve ever had to write repeatedly about the concept of making a difference without saying making, a, or difference, then you know what I’m talking about).

But there is a very good reason we have so many themes of this nature. There are so many ways that a person can make a difference, whether it’s volunteering for a non-profit, working as a caregiver, or having significant impact in a business setting. All people in all situations have the power to affect the world around them in a positive way, which means our customers need to have choices when it comes to thanking these folks.

So, we have Making the Difference, You Make the Difference, Making a Difference, You Make a World of Difference, and You Made the Difference. We also have one called The Power of One that has a "you make a world of difference" tagline.

Inside these four walls, we giggle about the redundancy (or maybe it’s just me alone in my cubicle); but it’s actually very serious business. When you think about it, it’s pretty profound that there is such demand for this sentiment. In fact, this Saturday is National Make a Difference Day—a whole day dedicated to (here it comes) making a difference! The organization that instituted this holiday focuses on the philanthropic aspect, but since we know that making a difference can take so many forms, we like to promote them all.

Wondering how you can get involved? One way is to participate directly in volunteer efforts in your community. The Make a Difference Day web site has a project finder for activities already going on in your neighborhood. Or, you can organize your own project and use their idea generator to help you get started.

You can also consider every day Make a Difference Day, and focus on the little things you can do all the time to create positive change. At work, in your neighborhood, at school, for the environment, on the political front, on the other side of the world, or even by smiling at the right person at the right time—there are opportunities everywhere!   

Finally, possibly the most significant way you can do your part is to encourage (and thank) those who make a difference. That’s not why they’re doing it, but that doesn’t mean we all don’t appreciate the efforts any less. And guess what? We have just the thing…

  

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Allison is Baudville’s one (and only) Copywriter. She’s been writing for a variety of media for more than eight years, so if she tells you she has been there and done that, she probably has. Before embarking on a career in writing, Allison worked as a department manager where she used Baudville products to motivate her team. She’s what we call a true believer!

With so many tools available to us for communication, it should be surprising that so many companies claim a lack of communication as one of their biggest issues. But everywhere I’ve worked, it has been at different times, and for different reasons.

As I’ve mentioned, I have a background using recognition as a motivation strategy, and have worked in environments where recognition was part of the culture. So, when I started at Baudville it wasn’t a new concept to me. But as I started to really immerse myself in the theories, I had a revelation of sorts: recognition at its core is really just about communication.

At Baudville, one of the ways we strive to improve communication is by defining who we are, what we stand for, and what we consider to be the most valuable traits and behaviors for our staff to exhibit. We call these our core values, and we broadcast them to all staff through a variety of different communication vehicles. Then we recognize when we see them in action. It’s through recognition of ourselves and others that we all understand what we need to do to be successful.

Here’s an example: I pretty much need a meeting scheduled at 8:00 a.m. (with donuts) to make it to work on time. But my managers let it slide because I perform, and often stay late, when I get here. “Perform” happens to be one of our core values, but “punctual” is not. Thank goodness.

I know what’s expected of me because it’s clearly defined. That’s communication. If being punctual were important to my managers, I’d do it. I’d not only get to keep my job, but I would probably receive accolades for doing it. That’s reinforcement of expectations through recognition.

If you want to improve communication in your organization, creating a recognition program around your core values or company mission statement can be your first step. We know that defined expectations are just one facet of good communication, and that recognition on its own will not create or repair communication in your organization; but it will help you send clear messages to your staff and foster a more open dialogue among individuals, peers, and managers. I’d say that’s a pretty good start!

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Allison is Baudville’s one (and only) Copywriter. She’s been writing for a variety of media for more than eight years, so if she tells you she has been there and done that, she probably has. Before embarking on a career in writing, Allison worked as a department manager where she used Baudville products to motivate her team. She’s what we call a true believer! 

The other day, I sent an ePraise to a coworker who had done some really nice work on a product idea. Then she emailed me back to tell me I had made her day. I was so happy to hear that, it made my day. Seriously!

I could write more about it, but why? Recognition is often just as simple and powerful as that.

Has giving or getting recognition ever made your day? Leave a comment on this post and tell us about it!

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Allison is Baudville’s one (and only) Copywriter. She’s been writing for a variety of media for more than eight years, so if she tells you she has been there and done that, she probably has. Before embarking on a career in writing, Allison worked as a department manager where she used Baudville products to motivate her team. She’s what we call a true believer!

You’d expect that Baudville, being a recognition company, would have some pretty solid recognition practices in place—and you’d be right! In addition to regular award ceremonies, we also have a lot of day-to-day recognition activities going on, as well as special events and individual department initiatives (for instance, our customer service department uses Spot On. You can read about it here). Over the summer, we also introduced a company-wide peer recognition program that has been a huge hit.

When we first introduced it, it was overwhelmingly popular. We could chalk that up to simply having excellent employees, which we do; but, I think another reason for the enthusiasm was the absence of any structured program for us to use before that. Sure, we have all kinds of recognition products at our disposal, but here the tools were put directly in our hands—and with the institution of a specific program, we simply had more motivation.

And people did go crazy with it. Obviously, there were a lot of pent up feelings of appreciation that were just dying to get out.

But just like any new relationship, the test is if it can evolve from the infatuation stage to deep commitment and not, instead, into complacency. To keep the passion for our program alive, our recognition leaders knew from the get-go that they needed several processes in place to make sure we could keep up the momentum.

Most importantly, the program incorporates our core values. When we recognize someone, we need to make sure the act or behavior fits into a category that merits recognition (performance, innovation, integrity, etc.). So, as much as they might want to, my peers cannot congratulate me on the awesome outfit I’m wearing today. Our objectives are clear, so it’s easy for us to know what to look for.

We also get regular reminders. We all get busy, or get focused on our daily tasks, so we may not stop to think about what others are doing around us. In addition to being encouraged to write at least one recognition note to a peer each week, we get email reminders to “put on our recognition goggles.”

Then there are the incentives! For one, we earn company-wide prizes for 100% participation (remember those extra casual days?). The other incentive comes from actually being recognized. It fosters a feel-good, pay-it-forward mentality that on its own keeps the recognition flowing.

If you’re thinking about starting a peer recognition program, or have one in place already, you can incorporate these simple practices that Baudville uses to help maintain the enthusiasm and longevity it needs to be truly effective.

Fuel the fire with clear objectives, friendly reminders, and fun incentives. 

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Working with graphic designers, I often get printouts of their artwork with placeholder text where my copy will go. Typically, this text says “clever headline goes here” or “some kind of interesting copy goes here.” We’ve all heard of writer’s block and that typing that first word can be the hardest obstacle to overcome. But it’s nothing compared to the pressure to come up with words that are also clever or interesting. I see those prompts and I literally break out in a sweat. What if I am simply not witty today? What then?

Anxiety aside, I have to admit it’s really good for me. I inherently know that I am expected to write clever and interesting copy, but I wonder if, in the absence of those prompts, I might not. If the placeholder just said “headline goes here” would I simply write a headline and not be motivated to do more than that?

The truth is, we all have (and need) prompts that motivate us to excel. Recognition and appreciation can be powerful ones. Looking around at the cards, trophies, certificates, and personalized gifts that decorate my and my coworkers’ desks, it’s obvious that these items serve a purpose. They inspire us; they make us smile; they say, “Hey, you were fabulous at least once, so there’s a really good chance you can do it again!”


One of our customer service superstars let us photograph her display. Wow, that Cool Beans plant is really taking off!

As a manager, when you say thank you or give employees recognition for a job well done, you’re reinforcing the positive behavior that you want to see repeated. Being recognized feels good, so your recipients will try harder to do the things that get rewarded. When that recognition is tangible, it also serves as a constant reminder to push a little harder.

It’s as simple as that!

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When I applied for this job at Baudville, it would have been an understatement to say that I REALLY wanted it. It wasn’t just that my current job was sucking the life out of me; it was more that I felt like this was THE job. If it wasn’t this, I honestly couldn’t imagine what it could possibly be. But as badly as I wanted the job, there was actually a “deal killer” for me—they couldn’t have a strict dress code.

The aversion goes years back to when I worked in a corporate job where the dress code was extremely conservative. I thoroughly hated that we were required to always wear hosiery and closed-toed, closed-heeled shoes. In Michigan winters, this isn’t really a problem; but in the middle of August it is. And, for someone with a disturbing number of shoes, the footwear limitations were unbearable. When I got out of there, I vowed I’d never do it again.



Well, I’m happy to report that Baudville maintains a corporate casual dress code, with jeans allowed every other Friday. That’s casual enough for me! And, if you interpret the dress code rules the way I do, then just about anything goes when it comes to shoes (except where safety is concerned, of course). This is good news for adequate rotation of my collection!

I’ve shared this fascinating story with you to make a point about how little things like dress code can make a big difference in employee morale. Studies show that most employees prefer a casual dress code over a formal one. It allows more freedom—including freedom of expression—and helps even the playing field for those who simply can’t afford formal business attire. I’ve also read that in addition to improving morale, it can give employers a competitive edge in attracting (and maintaining) talent.  

There has been buzz around the ‘ville that we may go totally casual, but I have a theory that we never will for one big reason: casual days are used as rewards. When teams finish a big project or reach a goal, they get awarded a casual day. People look forward to the possibility, and with the absence of that option, the company would lose a 100% free (not to mention fat free) way to reward us. To some, it may seem like a minor perk, but I can truly feel a different vibe on impromptu casual days and casual Fridays. Baudville has seen enough of this positive mojo to know that it works, too.

If you’re not already wearing jeans every day, then think about using casual days to reward for your staff or raise morale around the office. These coupons are a fun way to do it:



Need other ways to affordably recognize your team for everyday wins? Try our Recognition Binder System!

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Allison is Baudville’s one (and only) Copywriter. She’s been writing for a variety of media for more than eight years, so if she tells you she has been there and done that, she probably has. Before embarking on a career in writing, Allison worked as a department manager where she used Baudville products to motivate her team. She’s what we call a true believer!  

I’ve written before about how past companies that I’ve worked for didn’t practice employee recognition. At my previous employer, the culture was such that it was hard to imagine them ever doing it. Former coworkers that I talked with about this new job actually thought it was a bit strange. Their attitude seemed to be that it was a nice idea, but not for us. Not for you, really? You’re so confident and content that you don’t need a pat on the back once in awhile? I didn’t buy it then, and I’m not buying it now.

What’s funny is that they were so quick to write off recognition. Maybe they were harkening back to the late 1990’s, when corporate corridors were lined with motivational posters that implored you to soar to new heights, but gave nothing in return. (Remember those?) Partnered with stilted award ceremonies, they garnered more cynicism than inspiration. But recognition doesn’t have to be exaggerated or contrived; in fact, it has the potential to be really effective if it’s not.

If you want to build a recognition program, remember that there is no prescription for how it is carried out—you are at liberty to write the rules and you can make it anything you want.

Think about your company culture. It’s often upper management that forms that culture and the people who stay there long term become an influential part of it as well. It’s up to those players to create a program that they’re comfortable with that’s in tune with the company’s vibe. Don’t like flowery cards? Don’t use them. Can’t imagine ever giving a trophy? Then trophies aren’t part of your program. The core of a recognition program is recognition itself—and that can take many different forms.

We took this to heart when we started developing our latest products. As a result, there is *literally* something for everyone. Within each product category there is a range from traditional to contemporary, simple to elaborate, cheeky to sincere. We’ve also taken the conventional recognition items like trophies and certificates and turned them on their heads (so to speak). So, if you’re thinking recognition has to be serious and formal, you might want to take a second look:

Daily Recognition Paper Trophies            Everyday Certificate Pads          Peel-and-Stick Recognition Notes

Recognition, whatever its form, is vital to maintaining a happy, satisfied, and productive workforce. Find something that works for your organization and go out there and do it!

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The other night I was getting a pedicure at the local cosmetology institute and having a conversation with my assigned student about “pursuing your dream.” She told me that her husband is currently living his dream as a guitarist in a rock band, and that she is working full time during the day and taking cosmetology classes at night to follow her own aspirations. I told her that I, too, had finally landed my dream job—as a copywriter for Baudville.

I love explaining to people what Baudville does. If they haven’t experienced recognition in their jobs, they are often somewhat mystified. It’s true, that while we do have a huge customer base, there are still many companies that do not practice any form of employee recognition. In fact, the past two companies I worked for did not (note: I’m not working there anymore!).

Our conversation led to her day job, which she explained once had a very extravagant year-end celebration, but followed the next year with a much more modest version. The year after that, they eliminated the party altogether and made a small donation to a charity instead. We both agreed that the charitable donation was a nice gesture, but because of past events, it was a bit de-motivating to the employees.

At this point, I couldn’t stop myself from making my Baudville pitch. It went something like this:

You know, if your company practiced employee recognition, especially day-to-day recognition, then big year-end celebrations—or lack thereof during tight economic times—wouldn’t be the centerpiece of employee motivation. Giving genuine expressions of appreciation at regular intervals is a proven way to encourage and, more importantly, retain key staff (remember those other companies I worked for?). Big celebrations become less important, and less likely to be missed if budget constraints put the kibosh on them.

I love it when a conversation plays right into my hands.

I think we both learned something really important that night; plus my toes look fabulous!