06Jun

Before you send out that survey or report or memo no one will pay attention to, do what psychologist Randy Garner did and attach a Post-it to the cover with a quick personal note. You’ll be surprised at the response it gets.

Garner did that just in a series of experiments, doubling his response rate to a survey. The psychology professor at Texas’ Sam Houston State University found that the mere presence of a Post-it on the cover page prompted substantially more responses. Adding a personal note to it increased responses even more. And those who got the personal Post-it were faster to return the survey and were more complete in their written comments.

Even when he tested to see if survey length would have an effect, Garner found that a personal message on the sticky note upped the response rate by 500%. While a 5 page survey got a higher response rate among all three groups — no Post-it, Post-it no message and personalized Post-it — adding just a sticky note alone improved the return rate from 13% (no Post-It) to 40%.

In reporting his research in the Journal of Consumer Psychology, Garner said, “These results suggest that the Post-it generally tends to operate at a somewhat subtle level. When the task is more demanding, however, the personalized Post-it appeal may call greater attention to the personal nature of the request and figures more prominently in a decision to complete the task.”

Discussing the implications of the experiments for business in a Harvard Business Review article, author and psychologist Kevin Hogan said adding the sticky note, even without a message, personalized the appeal creating a “sense of connection, meaning, and identity.”

Garner’s experiments, Hogan observed, showed that “if a task is easy to perform or comply with, a simple sticky note request needs no further personalization. But, when the task is more involved, a more highly personalized sticky note was significantly more effective than a simple standard sticky note request.”

It’s a good lesson the next time you want people to notice and act on that report or memo. Simply add a Post-it and a quick note.

And to make it even more personal and more effective, Hogan says, “Adding the person’s first name at the top and your initials at the bottom causes significantly greater compliance.”

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How to Keep Your Team Motivated

In a time when the job market is rapidly changing, layoffs are occurring in waves, and times are still a bit uncertain, it’s normal that your staff might need a little extra motivation in the workplace. If you’re an employer or manager, and feel like your staff is working on autopilot, there are ways to keep your team motivated with a clear head and productive environment.

Incentive programs

Reconfiguring bonuses and raises can help keep your team focused on their goals and work quality. For instance, if your organization generally gives bonuses around the holidays, consider splitting up the bonuses into a quarterly earning. Knowing an extra paycheck is coming every few month is an incentive to your employees. This can also be considered with commission structures.

Early communication

Always try to communicate early with your team if you know of any changes or slowdowns in the company or market. Keep an open line with between staff and manager. Employees respond more positively when they know their superiors are remaining empathetic and keeping their best interest at heart.

Growth opportunities

Your team members want to know advancement is in their future. Always be sure that you’re checking in on their performances every quarter in order to remind them of their growth opportunities. Knowing that a promotion or higher position is on the horizon will keep them motivated in the workplace. If possible, it is also ideal to offer employees assistance in obtaining a new degree or licensure to climb in their career.

Accepting failure

Try to support your employees when they have fresh, new ideas, even if you’re not quite sure how they will play out. They want to know their managers are not only listening, but taking them seriously as well. Indeed says, “If you criticize or publicly blast your employees’ failures, they’re going to lose the motivation to try something new. Accept that taking risks comes with some failure. Use it as an opportunity to learn and improve next time, so employees feel comfortable taking risks in the future.”