management

Four Conversations You Should Have With Your Boss

Posted on September 26, 2016March 15, 2017 by Scott

yada-yada-1430679_640 It goes without saying that regular communication between you and your manager is one sign of a healthy relationship. Ongoing, meaningful conversations are necessary to maintain your connection and ability to “read” each other. When you and your boss are in sync, work is smoother, more efficient, and more productive.

If contact is infrequent or impersonal, it can signify a lack of trust or a lack of engagement. Either is a sign of a degrading relationship and should ring alarm bell sin your head. A lack of regular communication is a symptom of larger issues that need to be addressed before things go too far. Should you find yourself wondering if you need to communicate more, you probably do.

But what kind of conversations should you and your manager be having? Beyond an exchange of pleasantries or questions about weekend plans, what kind of topics ought to be at the center of your dialogue? Here are four types of conversations you and your boss should be having:

The “What’s going on?” conversation: You and your manager should make an effort to keep each other in the loop regarding the current state of the business.

Discuss your numbers – What’s driving them? Is that spike or dip an anomaly or something we should have expected? How are the activities the team engages in day-to-day affecting performance?
Discuss your customers – What are they saying? What hits and misses have impacted your ability to serve lately? What are they getting somewhere else that you aren’t providing?
Discuss your team – Are people happy and engaged? If so, why> If not, why not? What seems to be working or not working as a team?

The “What’s coming up?” conversation: You and your manager should make an effort to look ahead in order to anticipate problems or spot opportunities.

What are the issues keeping your boss up at night?
What outside factors are putting pressure on the business?
What outside factors might provide an advantage for growth?

The “How can I help you?” conversation: Your manager has their share of projects to manage. You should be looking for ways to help them be successful. Never miss an opportunity to make your boss look good.

Identify ways you can add value.
Communicate your specific steps you can take and your desire to help.
Follow through with any commitments.

The “Will you help me?” conversation: It’s the job of the boss to help you, so they’re expecting this one. Save this conversation for last to illustrate your desire to work as a team, but don’t just dump your problems at their feet.

Identify specific steps you’d like for the boss to take.
Communicate the necessity of acting and the impact their actions will have.
Express gratitude for their continued support.

It’s tough being a boss. People look at you differently and most try to avoid conversations – either out of fear or a desire to appear independent. But your boss has the same needs you do – they want people they can talk to, confide in, and collaborate with. Make a point to be that person.

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Are You a Former Performer?

Posted on April 11, 2016March 17, 2017 by Scott

sad-597089_640 Just about every workplace has one; that guy or gal who never delivers, but always has an excuse. It’s never their fault. There’s always some external reason that explains why the project wasn’t completed on time or the sales goal wasn’t met or customer satisfaction is down. Despite their best efforts, someone or something got in the way. And it’s too bad, really, because they would’ve hit a home run if not for the obstacle in their path.

But press these people on the details and you’ll find out there really never was a plan for success; just another string of excuses. You quickly start to deduce that they never really intended to perform at all. While others are working hard all around them, their goal is to expend as little effort as possible. They just show up every day doing the bare minimum necessary to collect a paycheck.

It’s always a tragedy when a top performer quits and leaves. It’s worse when they quit and stay. I call these people former performers. At one time, they represented the organization’s best and brightest. They were full of potential and full of passion. Others looked up to them, went to them for advice, and trusted them to show the way. [Tweet “It’s always a tragedy when a top performer quits and leaves. It’s worse when they quit and stay.”]

But something changed. Something caused them to lose their passion. The fire inside died and they’ve grown cold. Without that internal spark, there’s nothing to push them on, nothing driving them to succeed or challenging them to create something new. Now they’ve quit. They don’t perform, they just get in the way and slow things down – like a speedbump. And everybody hates speedbumps.

Some lose the spark following a big letdown. A major project didn’t go their way. They no longer occupy a key position. Someone else has risen up and stolen their limelight. They feel like they’ve fallen from the summit (or been pushed off) and the grapes are sour.

Others just get used to being told “no.” Their ideas have turned down so many times, it feels like death by a thousand cuts. Eventually, they start coming up with obstacles themselves. I guess it’s less painful to recognize a perceived barrier and abandon your idea than it is to have someone else squash it for you.

Perhaps for some, it’s a more natural degradation of passion. Their interests no longer align with that of the organization or the team. Industry changes have sucked some of the fun out of the job. Changes to their life situation has shifted personal priorities. Maybe burn out has set in.

Regardless of the cause, former performers hurt the team. Their passive aggressive approach sucks the energy from a room and steals the momentum from the team. The impact is even more profound when you consider that these individuals typically occupy leadership positions. That’s right, former performers are usually found in management – the perfect place to kill productivity while avoiding accountability.

Former performers talk a good game – in fact, they are often very good at fooling the executive suite – but they absolutely fail the test when it comes to personal accountability. They don’t perform. They don’t take responsibility. They don’t care. And because they don’t leave, others are forced to pick up the slack.

Here’s how you avoid becoming a former performer:

Commit to always doing your best. Don’t give up or give in just because there are obstacles in the way. Remind yourself that the easy road isn’t always the right one and that the tough victories are always the sweetest. Keep in mind that giving yourself permission to stop caring, even for a brief period, is a dangerous step. Don’t go there. Just don’t.
Align yourself with other top performers. Misery loves company, but so does success. If you’re not regularly working alongside people who seek excellence at every turn, then you’re likely hanging out with losers. Stick around too long, and you’ll become one yourself. Find the best and become part of that group.
Work toward a vision. If you don’t have a vision of some better future state, then you are doomed to wander aimlessly. What do you want your job, the team, and the organization to look like a year from now? If you can’t articulate this, then what is it that’s driving you forward? Work with the other “A” players around you to create a vision of what could be and then push each other, and yourselves, to make it a reality.

Are you a top performer, or a former performer? Can you make an honest assessment? If you look in the mirror and see a former performer, it’s not too late for you. It’s not too late to reignite the spark and regain the passion that once fueled your best work. It’s there if you want it. So are the top performers around you. They’re waiting to add your passion and creativity to theirs. All you have to do is decide to join them.

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What Is a Leader?

Posted on March 23, 2015 by Scott

Everyone likes to talk about leadership. And everyone seems to think they know what it takes to be a leader. Truth is … most people have it all wrong. Leadership – true leadership, has become hard to find. In its place, society seems to have embraced a watered-down shell of what leadership is really meant to be. I think the decline of real leadership is due, in part, to the perpetuation of several myths.

1. You can’t lead unless someone reports to you. There are a lot of young, promising leaders out there who feel they have to attain a position in management to become a leader. This misguided perception means we miss out on the benefits of their leadership. And while they wait for a position to validate their worth as a leader, they risk missing out on potential for further personal growth.

2. Having someone report to you makes you a leader. On the other hand, there are plenty of managers who feel that just because they are in a position of authority, that this makes them a leader. This is a dangerous assumption. It causes many good, productive, well-meaning employees to suffer at the hands of misguided people on charge. Studies show that one of the top reasons people leave a company is the absence of quality leadership. Poor leaders cause irreparable damage to individuals and organizations.

3. Leaders are born not made. Another common misconception is that only a select few have what it takes to lead. Everyone had leadership potential inside them. It’s just that some have yet to tap into that potential. Some indulge in self-limiting beliefs. Others let the negative opinions of others hold them back. Leadership is a skill. And just like any skill, it has to be developed. It has to be nurtured, tested, and grown.

4. Leading means giving orders. We all know someone who just loves being in charge. They love making decisions and telling others what to do. Some of the people I know who fit this description are three year olds. Others are adults. Bossing someone around doesn’t make you a leader. Leadership entails so much more than just giving orders. Some of the best leaders I’ve encountered contributed more by following directions than by giving them.

5. Leaders are perfect. Nobody is perfect. Nobody. Managers who feel they can do no wrong are dangerous people. Followers who blindly assume the man or woman in charge have it all figured out are just as dangerous. Leaders, more than anyone else, understand that they need other people to be successful. They know that without others to provide counsel, differing opinions, and unique viewpoints; they are doomed.

So what makes a leader? How do we define leadership?

The best definition of leadership I’ve seen goes something like this: People follow you.

Regardless of your position, regardless of your pay, regardless of your background – if people choose to follow you, you are a leader. Leadership then isn’t about titles or responsibilities or pay grade. Leadership is personal. Leaders are the people who behave in ways that cause others to want to be around them. Leaders get followed.

So, who’s following you?

We Will Be Right With You: Five Tips For Managing Customer Wait Times

Posted on January 12, 2015 by Scott

Nobody likes waiting. But it seems we spend an inordinate amount of our time waiting for other people – people who are paid to serve – to turn their attention to us. According to the Bureau of Labor Statistics, we have good reason to be upset. Their latest data indicates that each of us will spend over three days each year waiting in line. That’s six months of your life waiting for service. Is it any wonder we get irritated at waiting? But while most of us despise the idea of waiting, many of us are contributing to the problem. Customers enter our places of business every day and wait. And while some amount of waiting may be unavoidable, or even necessary, small improvements to customer wait time can have a significant impact on their perception of our service. Here then, are five tips for addressing wait times.

Eliminate or shorten the wait. Studies have shown that our perception of time is distorted. Customers will almost always report longer wait times than they actually experienced. In an ideal world, no customer would have to wait to be served. But short of that, anything you can do to shorten the wait time (without sacrificing some other aspect of service) will improve customer satisfaction.
- Cross train staff so that customers don’t have to wait for the one or two employees who can address their request.
- Beef up staff during peak times. If you know there’s always a rush on Friday afternoons, make sure you have adequate personnel to cover the volume. Study transaction records to determine when your peak times are.
- Set rules to address occasional high-traffic situations. For instance, you might set a rule that states any time a station has more than three customers in line, another station gets opened. Make sure all staff (the ones you cross-trained) understand the expectations.
Make waiting more enjoyable. If customers have to wait, make sure their time isn’t wasted staring into space or at you. Provide comfortable seating with up-to-date reading material or a television that plays something interesting to them. Try looping a video that shows tips related to your industry. If a customer walks away with more information that when they came in, the wait time will be seen as beneficial.
Minimize irritants. There are two things that really upset me while I’m waiting. One is not knowing why I have to wait. It’s like being stuck in a traffic jam wondering if the cause is a wreck or construction. So acknowledge the wait, apologize, and explain the cause. The other pet peeve is waiting for service while I witness other personnel milling about. I mentioned an example of this last week – my trip to the local movie theater. Why aren’t they helping me? Try to keep staff not assisting customers out of view.
Make waiting part of the experience. Disney World and other theme parks have realized that customers waiting for a ride on an attraction will quickly get irritated unless there’s something to distract them. So they’ve taken to using the waiting line as part of the experience. Think of ways you can utilize this concept. Like filling out information forms at the doctor’s office, time spent engaged in something useful doesn’t feel like waiting.
Reset the wait-time clock. Customers have an internal stopwatch that starts counting when the wait begins. But any time the wait is interrupted, the clock resets. If a customer has been waiting for a while, having someone check in on them – to offer refreshment or even make short conversation – will reset the clock. As a result, the customer’s perception of wait time is reduced.

Waiting may be an inevitable part of the customer experience, but it doesn’t have to be a frustrating one. Try a few of these tips and see how your customers respond.

What’s Wrong with Your Face?

Posted on July 21, 2014 by Scott

Writing about the Tour de France last week got me thinking about the history of the bicycle. Here are a few of the facts I found interesting:

* Bicycles were introduced in Europe during the 19th century.

* The modern bicycle design evolved from that of the dandy-horse.

* The first pedaled bicycle was developed in 1839 by Kirkpatrick MacMillan, a Scottish blacksmith. He is also associated with the first recorded bicycle-related traffic offense.

* The most popular model of bicycle in the world (and the most popular vehicle of any kind) is the Chinese Flying Pigeon.

* There are more than twice as many bicycles in the world as there are automobiles.

But by far the most interesting thing I uncovered was a mysterious bicycle-related illness known as “bicycle face.”

It seems that bicycle-riding enjoyed a huge surge during the late 1800’s, around the time chain-driven models were introduced. And as bicycling became more popular, it drew its share of detractors as well. Some didn’t like the congestion on the streets. Some didn’t like the impact bicycling had on fashion (women began to shun long dresses for clothing that allowed greater freedom of movement). Some bemoaned the lost art of one-on-one communication allowed by walking or taking the carriage to your destination. Thanks to a growing number of bicyclists who would opt for a Sunday morning ride over attending church, some even argued that cycling led to spiritual damnation.

Soon doctors were writing to medical journals describing the impact of cycling on one’s physical health. In addition to appendicitis, dysentery, and infertility; excessive riding, they argued, could lead to “bicycle face.” This disease was caused by the constant need to focus on balancing yourself on the bicycle while also scanning your surroundings to avoid collision with something or someone else. The anxiety produced by this level of concentration would lead to bulging eyes, flushed skin, and tense jaws. If not corrected in time, they warned, the effects of bicycle face would become permanent.

Over one hundred years later we can laugh about this obviously fictitious disease. But take a look around. How many people do you know who walk around every day with “bicycle face?”

Employees today are stressed. They’re stressed about the demands on their job. They’re stressed about the future of the company. They’re stressed about the future of the industry. They’re stressed about the next customer interaction. They’re stressed about meeting your expectations. And they’re stressed about balancing all of this with all of the other stuff that stresses them out at home. According to the American Psychological Association, the number one stressor for people 18-33 is work. And twenty percent of this group has been diagnosed with clinical depression. Now before you go thinking “Wow. I’m glad that doesn’t happen here. My employees aren’t stressed,” think again. They are.

It’s up to us as managers to address this problem. It’s up to us to address the issues causing stress amongst our employees. As work-related stress goes up, job satisfaction and productivity obviously go down. In addition, all that stress gets transferred to your customers, leaving a negative impression and impacting future business. Nobody wants to conduct business with a company full of stressed out, anxiety-ridden employees. The only ones who can make an immediate, positive impact on the organization are the leaders – and you are part of that group.

So come on fellow leaders, let’s fix this. Let’s talk to our employees and find out what’s causing all this stress. Then let’s do something about it.

After all, who wants to work all day next to Mr. Bicycle Face?

To Believe or Not To Believe

Posted on May 19, 2014 by Scott

As a former advertiser, I love a good commercial. One of the more popular ones currently playing is from Geico. The commercial features Pinocchio as a motivational speaker. If you haven’t managed to see this one, you can catch it on YouTube. I think they got Pinocchio spot on – the look, the voice, everything.

This commercial is funny, but the more I watch it, the sadder it appears. Watch it again, this time focusing on the man Pinocchio speaks to. This poor guy has come to a motivational seminar looking for validation of his self-worth.

As Pinocchio proclaims the presence of “potential” in the room, the man begins to feel a rising sense of purpose. When Pinocchio points him out specifically, saying “You have potential,” the man’s face breaks into a huge grin.

Then Pinocchio’s nose begins to grow.

In an instant, our friend in the audience has his confidence shattered. His face falls as he realizes Pinocchio doesn’t see value in him at all. And because the authority in the room sees no potential in him, he adopts the same belief.

Words are powerful. You’ve heard that “Sticks and stones may break my bones, but words will never hurt me.” The words of a leader, however, carry more weight than the average person’s. Those in charge have the power to make someone’s day – or ruin it – with just a few words.

Even more important than the words a leader says is the belief behind them. Sometimes the right words are said, but they’re not meant. A compliment, delivered insincerely, is the worst kind of insult.

You see, as a leader; you are always leading – either building people up or tearing them down. People need leadership. Every single one of us needs someone to point out the goal, provide direction, and give feedback. And we all follow the example of the leader. Whatever feelings we derive from our interaction with them, we pass on to others -coworkers, customers, even family members.

Leadership is a noble calling. But it is not something to be taken lightly. What kind of leadership are you providing? How do people feel after a typical interaction with you? How does your leadership impact the service your team provides to others?

The Topic Managers Hate to Talk About

Posted on March 13, 2013 by Scott

This week I’m in Austin meeting with a group of managers about a new training series I’ve developed for them and their employees. The goal of the series is to introduce some basic sales and service skills to an organization that has historically been very operationally-focused. Eleven frontline managers have agreed to participate in the pilot program and provide feedback on the material before rolling it out to the rest of the company.

Yesterday, we spent the day talking about performance management and the role of the manager in the development of an employee’s skill set. It was very fulfilling to see a group of people get excited about playing an active role in the growth of their team members. Everyone was engaged and the discussion was lively.

About half-way through the workshop though, the atmosphere in the room changed dramatically. A room full of enthusiastic, talkative people suddenly went silent; and it was my fault. I killed the mood by uttering a single word – “accountability.”

We’d started the day by talking about the unique role a person’s manager plays in their development. We spent a good deal of time talking about strategic planning, goal-setting and performance assessments against identified skills and behaviors. And then, after walking through a process for creating individual development plans, I said “it’s time to talk about accountability.”

Admittedly, I wasn’t surprised by the reluctance to discuss this topic. Accountability is a problem for most organizations. That’s because they feel like accountability is a negative thing. But the truth is, most employees feel better when an environment of accountability exists. It allows everyone to play by the same set of rules. It removes feelings of animosity and resentment that result from people being treated differently.

Managers dislike accountability because they equate it with confrontation. However, in the right context, accountability isn’t confrontational or even difficult. It occurs naturally.

I define accountability as the application of truth and consequences. When a manager commits to being honest with an employee about their behavior and applying natural consequences as a result of that behavior, accountability exists. Issues arise when the manager ignores the truth and/or fails to apply the appropriate consequence.

Consequences can be either positive or negative. Praise, for instance, is a positive consequence. Counseling and redirection are negative consequences.

We naturally move toward things that cause us positive feelings and away from those that cause negative ones. What happens when you praise someone for a job well done? They seek to recreate the positive feeling they received as a result of the praise and repeat the behavior. When you counsel someone regarding behavior contrary to what is desired, they feel uncomfortable and seek to avoid a repeat of the negative consequence.

So what happens when you fail to hold someone accountable for undesirable behavior? You get more of it. That’s because behavior that may be undesirable to you or the organization may be desirable to the employee. Inactivity, procrastination and producing sloppy work are undesirable behaviors, but they may be more desirable to the employee than the effort required to perform to expectations. In the absence of accountability – an honest appraisal coupled with an appropriate consequence – they seek to repeat the preferred behavior. So you get a repeated less-than-stellar results.

Anytime a manager tells me about a problem employee they have, one of the first things I tell them is “You will receive an abundance of what you praise or tolerate. You have to hold them accountable for their actions.” The keys to establishing a culture of accountability are as follows:

1. As soon as possible following the observed behavior, provide an honest assessment to the employee. Tell them want you observed and what was good or bad about it.

2. Apply an appropriate consequence. Praise/reward them for positive behavior. Correct/discipline them for undesirable behavior.

3. Make sure they walk away with an understanding of your expectation and support for continued (if desirable) or altered (if undesirable) behavior.

During yesterday’s workshop, I walked the managers through some simple ways to begin building a culture of accountability. As they became more comfortable with the idea of positive consequences as a balance to the negative aspect of accountability, the energy returned to the room. Pretty soon, we had segued into a discussion of recognition and incentives – two components of performance management that work best when a foundation of accountability exists.

As difficult as it is to discuss the topic of accountability, The hard part still lies ahead. They still have to follow through, but I’m looking forward to seeing what changes begin to take place as these leaders begin to address this important aspect of their role. Of course, I’ll be checking back in with them from time to time, just to hold them accountable.

New Year’s Resolutions for Leaders

Posted on December 26, 2012 by Scott

It’s only the day after Christmas, but many people are already looking ahead to the new year – and their new year’s resolutions. Some of my friends have sworn off making resolutions, preferring instead to identify a personal challenge or two. Personally, I don’t see the difference. Regardless of what you call it, the idea is to identify one or more goals you commit to working toward during the next year.

Of course, many will settle on some version of the “Big 3” resolutions:
1. Eat Better
2. Exercise More
3. Lose Weight.

Resolutions aren’t just for transforming your body. The start of a new year is a great time to focus on developing good habits that will help transform your organization. Here’s my take on a trio of resolutions – consider them challenges – for you in 2013. I’ll use the same three resolutions likely at the top of your personal list.

1. Eat Better. It’s been said that you are what you eat. And just as ingesting healthier food will do your body good, the proper mental diet can improve your thinking and decision making. Resolve this year to read, watch and listen to material that helps you become a better leader. Subscribe to trade publications and newsletters to help you stay on top of the latest trends in your industry and few others. Invest in some audio books or podcasts from recognized thought leaders. Signup up for webinars and check out free You Tube videos that show you how to master new skills. A steady stream of the right thoughts and information will fuel your efforts to lead your organization to new heights this year.

2. Exercise more. Just like most resolutions, many organizational efforts die in the planning stage. Some suffer from a lack of resources, while others die due to a lack of true commitment. But most, in my experience fail because there’s a lack of accountability for true results. Make 2013 the year you actually get things done. Focus your efforts by turning ideas into specific action items with owners and deadlines. Teams work better when every member understands the goal, has a clearly defined role to play and is held accountable for following through on their assignments.

3. Lose weight. A of of us carry around extra weight – weight that prevents us from moving as quickly as we could or doing the things we should. Organizations carry some unhealthy weight too. Outdated or cumbersome policies can stifle progress toward meaningful objectives. So seek out and eliminate red tape that does more harm than good. A good place to start would be policy that inhibits free communication, timely customer service, or employee creativity.

New Year’s resolutions are notoriously difficult to keep. That’s probably because we tend to bite off more than we can chew. You can’t reverse a lifetime of bad habits overnight. So improve your chances of success by making small changes. Set two or three small goals for yourself – things that are easy to achieve, but meaningful. The boost you get will help propel you into the next one.

I’m excited about what 2013 has to offer. I hope you are too. Happy New Year!

Managers vs. Leaders

Posted on December 12, 2012 by Scott

What’s the difference between a manager and a leader? Here are a few ideas.

Managers seek to organize and standardize.
Leaders seek to grow and innovate.

Managers focus on processes.
Leaders focus on potential.

Managers try to find the right answers.
Leaders try to ask the right questions.

Managers rely on policies to control the business.
Leaders rely on people to transform the business.

Managers ask “What do we stand to lose?”
Leaders ask “What do we stand to gain?”

The Power of Positive Feedback

Posted on November 7, 2012 by Scott

This morning my phone rang on the way in to the office. It was my wife. Her first words made my heart sink. “I just got a call from Abby’s Principal.” Instantly I assumed the worst – either my daughter is hurt or in trouble. Parents rarely get good news from the school principal.

But it was good news. A new student had transferred in and Abby had taken it upon herself to befriend her and make her feel welcome – showing her around and introducing her to a circle of friends. The new student’s first few days of school, understandably full of anxiety, had been made wonderful. The parents couldn’t say enough about how grateful they were and the principal wanted us to know.

Obviously I’m proud. As I hung up the phone, I pictured the scene that will likely take place as my wife tells Abby what her principal had to say. I can already see the smile on her face and the pep in her step that she always gets when she receives a pat on the back. And her behavior, which isn’t bad to begin with, will ratchet up a few notches for several days.

Come to think of it, we’re all like Abby. We all like to hear good news, especially when it’s about us. Receiving positive feedback for something you’ve done can turn an average afternoon into a great one. I know that a single positive word regarding one of my projects can significantly affect my mood long after the event has passed.

From a leadership perspective, I’ve noticed three key benefits from the positive feedback I give to members of my team.

1. Morale improves. Something magical happens to a person’s attitude when you pay them a compliment. It’s amazing how many times I’ve given someone a bit of positive feedback only to have them say “Wow. You just made my day.” For some reason, our human tendency is to focus on the negative aspects of work. Telling someone “thank you” followed by a sincere explanation of your gratitude, is often enough to break the cycle of negative thought.

I believe that most people genuinely want to produce good work. The problem is, they never get any feedback to indicate their work is, indeed, good. They hear about what’s wrong, missing or late. As a result, the average employee focuses on staying out of trouble (a negative outlook) rather than on producing good (or even great) work.

2. People reciprocate. Any time I give my daughter some positive feedback, I get some in return. If I thank her for cleaning her room and brag about how great it looks, she thanks me for helping her with her homework. In addition, I’ve noticed that positive feedback I give to one of my children results in positive feedback they give to someone else. So not only do I get to enjoy the boost from reciprocal back-patting, the rest of the family does too.

This phenomenon also plays out at the office. Recognizing one team member’s contribution to a project almost always results in their recognition of someone else’s effort. From the outside it must look like a mini love-fest with everyone thanking and congratulating each other on a job well done. But the psychological impact of just a little positive reinforcement is often enough to lift the whole team. It’s like a wildfire – light a match and pretty soon the place is burning with pride.

3. Team productivity goes up. Long ago I realized the potential of positive feedback to produce better work from an individual. Recognize someone’s effort toward a successful project ”A” and watch how much better project “B” turns out. It’s like a little productivity switch gets pushed into overdrive. I’ve even noticed this effect on my own psyche. When someone says “thank you” it makes me feel great. And it makes me want to work harder in order to get more of that great feeling.

You’ve probably heard that praise should be given in public while corrective actions should always be done privately. One of the reasons behind this is because the feelings underlying your feedback (positive or negative) get transmitted to everyone around – not just the person receiving the feedback. So people who witness a coworker receiving kudos for their efforts instinctively begin to act in ways they perceive will result in getting their share of the praise.

For years I’ve said “You will receive an abundance of what you praise or tolerate.” I honestly believe positive feedback is one of the most powerful tools at a leader’s disposal. Unfortunately, positive feedback is difficult for most people. Like most skills, you have to work at it in order to get good at it. Thankfully, the reward is well worth the effort.

I’ll bet you can think of someone in your organization that could use some positive feedback. Imagine the good that you’ll receive when you stop reading this article and go deliver it. In fact, why don’t you go do it right now?