Enable employees to feel a sense of accomplishment.

　　I’ve been managing employees for quite some time, and through increasingly frequent interactions with them, I’ve come to realize that fostering a sense of accomplishment is itself a valuable management approach. On one occasion, I came across this saying: “Trash is simply a treasure in the wrong place.” It prompted deep reflection: indeed, no matter how valuable something may be, if it’s misplaced and has no opportunity to shine, it becomes nothing more than waste. People differ greatly from one another, and their capacity to embrace new ideas is limited. As managers, we must acknowledge these differences, recognize them, respect them, and leverage them appropriately—helping employees develop the skills required for their roles. Only then can each employee’s contributions be truly valued, and their dignity fully respected.
　　The journey from a need to the emergence of motivation constitutes a “psychological process.” For example, when an employee accomplishes something they perceive as particularly commendable, they naturally seek appreciation, recognition, and affirmation from their supervisor or colleagues—this is the psychological “motivation” driving their desire to be encouraged. If, at that moment, the supervisor responds promptly and appropriately with praise, the employee will likely work even more diligently—and perhaps excel—in future tasks. This, in turn, gives rise to a “behavior” of dedicated effort, which we commonly refer to as a sense of accomplishment. Such behavior, in turn, yields positive “outcomes,” ultimately leading to results that satisfy both the employee and the supervisor. This win‑win satisfaction then feeds into the next performance cycle, triggering a virtuous cycle of motivational reinforcement.
　　When managing employees, it is essential for managers to think strategically and create opportunities for each team member’s success. By systematically identifying the key characteristics of every role, we can pinpoint the single most critical skill that underpins effective performance, while arranging the remaining attributes in order of their relative importance. This approach ensures that training efforts are prioritized: focusing first on the core competencies needed to enable employees to perform basic tasks, carry out independent operations, and build confidence in their abilities—thereby unlocking their potential and fostering a sense of accomplishment. Too often, when faced with challenges that hinder task completion, managers prioritize improving existing equipment or working conditions. Yet they overlook the untapped potential within their teams. By shifting our focus to leveraging motivational strategies that boost morale and empower each individual to work with confidence, many seemingly insurmountable obstacles can be overcome with ease.
　　In our management practices, many of us are overly stingy with words of praise, yet we overlook the human dimension. According to Maslow’s hierarchy of needs, once basic needs are met, the desire for social recognition rises. In fact, psychologists have found that people often seek public acknowledgment even more than they pursue financial rewards. To be honest, no one is entirely without talent; every ordinary person has their own shining qualities. If you want to bring out those strengths, you must teach them thoughtfully, give them your undivided attention, and consistently affirm and encourage them. Over time, this positive behavior will become ingrained—and may even grow stronger. That is how you foster a sense of accomplishment among your employees. On the other hand, if you dwell on their shortcomings, pointing out what’s “wrong” or “not good,” you can leave them feeling paralyzed, demotivated, and even driven to self‑sabotage. In such cases, you’ll never achieve the results you’re hoping for. And let’s not forget: we, too, crave recognition from our leaders.

Liu Jianhong