I wrote an article recently called Motivational Tools to Engage Everyone on Your Team and published it at EzineArticles.com. I immediately heard from someone who quoted my article:

Get Recognized and Rewarded

In many ways, he's the easiest kind of person to recognize. Do it publicly and do it often. He probably values certificates, plaques, and “employee of the month” awards (as long as the''re seen as legitimate accomplishments). If his job includes regular reports on deliverables, make sure those reports are reviewed at team meetings. If you send out an email praising him, make sure that your boss is copied on the email. Feature him and his results in the company newsletter.

She then wrote:
“I have an employee like that. However, his need is insatiable. He will denigrate others to make himself feel recognized and rewarded. I am unwilling to recognize him at the level he craves because it makes others in the group feel less valuable. While their primary motivator may not be the same as his, we all have some need to be recognized and rewarded. Therefore, when the opportunity arises I recognize each employee as appropriate. With this guy constant recognition creates a monster. Thoughts?”

What my friend is describing sounds like an energy drain for everyone in her work environment. Our workplaces often reward competitive behavior. And it was likely learned through playing on sports teams, competing in tournaments, and receiving accolades for proving your individual worth. (Remember high school?) There are many jobs where keeping score, competing, and besting your peers is actually encouraged. And, frankly, there are many organizations where that is the only way to advance.

The problem here is that your workplace would be easier to manage, and more conducive to good team work, if others received equal opportunities for recognition. You're right on target in paying attention to the contributions of everyone on the team. You don't want a bright light to shine less brightly, however, for others to feel good about their work. What concerns me about your situation is that your employee "denigrates others" to feel good about himself. That one-upping behavior can drag a whole team down in time.

Because you supervise the team, you have an opportunity to recognize and reward the behaviors that are most constructive for the team and overall productivity. You have some ability to influence this employee. It sounds like you are already doing that by choosing when and how to recognize him and others.

Ask yourself, what behaviors you want to see individuals on the team exhibit? If you want more collaboration, then praise the employees who are working together to accomplish a task. If you want more participation in team meetings, then praise the folks who come well-prepared and ready to contribute. If you want better follow-through on commitments, then praise the people who are meeting deadlines.

If you want to encourage great teamwork, then notice how often you unintentionally recognize and reward individual accomplishment at the expense of teamwork. It might be time to make some adjustments.

Finally, I would record denigrating comments and put downs made by any individual. It might be appropriate to have a counseling session in which you repeat back some of the phrases that he has used and explain the impact on the team and your ability to motivate them. Request a change in behavior and explain the impact on his overall performance, if such comments continue. The tone you want is one of support and concern for his career, rather than punishment for his misdeeds.

My thoughts...I hope they help you think through your options. And thanks for writing me!