Why do so many managers spend so much of their time trying to catch people doing things wrong? Why do so many managers have so little faith in their direct reports that they seem to always expect the worst from them? How about catching people doing things right for a change?
When an employee is on the receiving end of positive feedback, it encourages the employee to repeat whatever it was the elicited the positive feedback. As a manager or business owner - you can take that aspect of human behavior to the bank. But if you want to make a habit of “catching people doing things right,” you will have to be certain that it is well executed and well delivered.
There are several key aspects about catching people doing things right that you need to know. First of all, catching people doing things right has to be timely. When you observe the correct behavior – in other words, when you see the behavior that’s adding value – act.
Be sincere. Positive reinforcement that comes across as insincere or superficial is not effective. I once had a supervisor on my team who would blurt out “You’re the best!” to employees almost every day and in almost any type of interaction. The most common reaction he got to that statement was an eye roll! The praise wasn’t sincere, and his direct reports knew it. Instead of increasing their respect for him, his glib, insincere feedback actually diminished his stature in their eyes.
Be specific. Explain why the “good stuff” that you just caught and reinforced is contributing to the organization in a material way. Imagine you are a customer service rep handling a challenging client on the phone. As you hang up from this stressful interaction, your boss approaches you and says “You know, Bill, the manner in which you just handled that customer call was just about perfect! You maintained your professionalism, you didn’t get flustered, you projected a great image for both yourself and the company, solved the problem, and probably kept us from losing a valuable customer. Thank you!”
Time required to deliver that timely, specific, and meaningful feedback? Less than 30 seconds. Length of time the employee will remember that feedback and continue to be inspired by it? Weeks!
Make “catching people doing things right” a part of your managerial culture. Make it an integral part of the environment that you as a leader create every working day. And strive to eradicate the incidences of blame.
The odd thing about the opposite approach? Catching people doing things wrong? It doesn’t work. It doesn’t increase accountability. It doesn’t strengthen your business. It doesn’t improve levels of client satisfaction or sales or growth.
It demonstrates contempt.
It creates fear.
It creates a culture of blame.
Catching people doing things wrong is easy. Catching people doing things right, and doing that properly and effectively, can be challenging and difficult.
And that’s exactly why – as a true leader – you need to do it every single day.