Let's say you're an incoming CIO at a Fortune 500 company that historically hasn't done much in terms of recognizing employee contributions. If you introduce a recognition program, might it be met with skepticism if this veers from the company culture? How should this be handled? When you first come in as a leader, you're always met with skepticism. When the CIO rolls out the plan, nothing works more emphatically than when you communicate this effectively. And when you roll it out, make it clear that it's a new initiative and that you will make mistakes with this new program but that it will be fun. Be consistent in the execution.

If you're the CIO, make sure people see you presenting awards. And make sure you begin presenting awards within a few weeks of announcing the program. Over time, the skepticism dissipates.

One of the recommendations in the book is to reward an employee by allowing a spouse to come on a business trip at the company's expense and allow them an extra day for sightseeing. Some CFOs would cringe at the very thought of this. What kinds of returns can such goodwill generate? If you recognize me in the workplace, that's great. When you engage my family, you're showing that you appreciate the time spent away from my family and the sacrifices they're making for me. Every time I miss a school play or a birthday or a lacrosse game when I have to go to Beijing, it's a strain on my family. The returns on these types of awards are just amazing.

A few years ago I had to make some presentations in Kuala Lumpur, and my company paid for me to bring my family. I spent eight days with my family in Kuala Lumpur. You can't believe the goodwill that bought me at home.

Let's say you're an IT executive with some direct reports who work remotely. Should remote workers be treated differently from headquarters employees in terms of rewards and recognition? No, absolutely not. The way you execute it might be a little different. I would highly recommend that you send something to their home.