Catch People Doing Something Right

Cathie Leimbach • June 21, 2021

Years ago, Ken Blanchard pointed out that “People who feel good about themselves produce good results, and people who produce good results feel good about themselves.”  Unfortunately, too many work environments are focused on catching people making mistakes to point out where they need to improve performance. However, catching them doing something right and praising them will yield a quicker and more beneficial result.


Positive feedback is more than a way to improve performance. It is a powerful tool for employees to feel:

·        more confident, which helps them to do a better job

·        motivated, encouraging them to repeat the effective behavior frequently

·        appreciated, leading to more motivation and engagement

·        supported, leading to better working relationships and higher retention.


Helpful feedback is specific to the individual and the situation. There are some general guidelines in preparing feedback for your employee:

·        whenever possible, link positive behavior to business results

·        deliver the feedback as close in time to the event as possible

·        provide positive feedback in front of others if you think they can benefit from it

·        be specific and as detailed as possible to help the employee repeat the positive performance

·        avoid giving positive feedback for trivial reasons


Provide feedback regularly so that your employees always know where they stand instead of waiting for a formal performance review.


It’s not just about saying “good job.” That can come across as vague and maybe even insincere. Instead, it is better to adopt a what/why approach – what did the person do that was impressive, and why was it effective. This technique helps the employee to understand how to continue performing well. Here are some specific examples:


An employee puts forth extra effort to serve a customer with a positive attitude.

“Thank you for putting in the extra effort during this busy time at work. I understand that working that hard isn’t always easy, but our customers and your team appreciate it. You are a valuable member of the team.”


An employee contributes to meetings by sharing new ideas and insights that are helpful to the team. 

“Thank you for being prepared for our meetings. By coming to each meeting with well-researched and thought-out ideas, you’re helping us move forward in our process.”


An employee is submitting high-quality work on time and with attention to the details.

“Your work looks great! It is clear you care about your work and take the time to do it correctly. I especially liked your attention to detail in the analysis and am excited to see what you do next.”


An employee lacks confidence lately. Show him what he is good at.

“You have been doing a great job lately. You are so talented at staying flexible on any project, which helps everyone on the team. You have grown so much in your role since starting here. Thank you for your hard work and let me know if there is anything I can do to make working here better.


An employee finishes a difficult assignment that she hasn’t done before, maintaining a positive attitude and working hard.

“I am pleased with your determination to finish this project. I know it wasn’t easy, but I knew you could do it. Thank you for your extra effort.”


Catching people doing something right and telling them you noticed helps your team feel motivated and engaged in their work, as well as understanding your company’s standards. Provide employees with specific feedback rather than a generic thank you.  Your employees want to know what is working and where they excel. 

The Leadership Problem Most Companies Don’t Address

By Cathie Leimbach • May 19, 2026
Many organizations assume their biggest challenges are rapidly changing technology, customer retention, and employee initiative. But quite often, the root cause is people leadership problems. That’s one reason The Imperfect CEO by Jim Brown is so timely. Releasing today, May 19, the book explores how leaders build healthier organizations not by pretending to have all the answers, but by creating cultures grounded in trust, clarity, accountability, and meaningful conversations. Brian Besanceney, Chair, Board of Orlando Health, Inc., described the book this way: “Through vivid stories, real-world examples, and a model grounded in collaborative culture, Jim Brown gives leaders permission to wrestle honestly with the generational divides, misaligned targets, and cultural fractures that can too often sabotage high-potential organizations.” Greg Apple, CEO of Amgine.ai, connected the book to leadership beyond business alone: “In a fast-moving company, culture is everything. Jim Brown’s principles have helped our team lead with greater clarity and alignment. The Imperfect CEO distills those lessons brilliantly. Every leader should read it.” What stands out to me is how closely this book aligns with the principles behind Conversational Management. Healthy cultures are rarely built through policies alone. They are built through the quality of everyday leadership conversations — how expectations are clarified, how accountability is handled, how feedback is delivered, and how trust is strengthened over time. That’s why leadership development cannot stay theoretical. Culture changes conversation by conversation.  The Imperfect CEO is an easy-to-read business fable that illustrates common people leadership challenges and provides suggestions for overcoming them. Order your copy today and start building healthier leadership conversations inside your organization.

Why Some Companies Attract More Job Applicants Than They Need

By Cathie Leimbach • May 12, 2026
Chick-fil-A restaurants often receive far more job applications than they have openings. This is not luck. It is leadership. People apply where they believe they will be treated well. At Chick-fil-A, employees experience respectful communication, clear expectations, and leaders who support their success. That reputation spreads quickly through word of mouth. Leaders in these restaurants do simple things well. They ask questions before they assume. They listen to employees. They provide encouragement and clear direction. They notice good work and address problems in a helpful way. As a result, employees feel valued. They enjoy coming to work. They tell others. That is what attracts more applicants. Many organizations focus only on hiring. Strong organizations focus on how people are treated after they are hired. When leaders create a workplace where people feel respected, supported, and clear on what success looks like, something powerful happens: People stay. People perform. And more people want to join. This is what leadership really is. Would you like to see several leadership and culture practices Chick-fil-A uses to attract and keep quality employees? Click here to view: How Chick-fil-A Attracts Quality Applicants