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. 

Trust-Building Conversations

By Cathie Leimbach • June 30, 2026
Most workplace tension doesn't come from major conflicts. It comes from too few conversations. A disappointment that was never discussed. A broken agreement that was never repaired. Appreciation that was never expressed. Over time, these "withholds" create friction that slows collaboration, weakens trust, and makes even simple conversations feel difficult. The strongest teams don't avoid tension—they address it early. Research highlighted in a recent McKinsey article found that unresolved tensions can significantly reduce team effectiveness, while high-trust teams consistently outperform their peers. The difference isn't the absence of problems. It's the willingness to talk about them. One of the most practical leadership habits is creating regular opportunities for transparent interaction. That includes appreciation. People should hear what they're doing well far more often than they hear about their shortfalls. Specific, genuine recognition builds trust over time. Those trust deposits matter because once positive relationships are built, difficult conversation are more likely to accept the message . When correction is needed, reinforce that you value the person, even though they aren’t perfect. The goal is growth, not judgment. But leaders should be careful not to make appreciation transactional. If positive feedback has been absent for months, suddenly offering praise immediately before a critique usually feels insincere. Trust is built through a steady pattern of recognition, encouragement, and honest conversation—not a last-minute compliment. Transparent leaders also address issues early. Small frustrations become large resentments when left unresolved. Teams that clear the air quickly spend less energy managing tension and more energy producing results. The result? Less friction. More trust. Stronger relationships. Better performance. Because healthy conversations don't just solve problems—they strengthen the team. Free Leader Guide: 5 Practices for Trust-Building Conversations The best leaders don't wait for tension to become conflict. They build trust before it's needed. Download our 5 Practices for Trust-Building Conversations guide to learn practical ways to strengthen relationships, reduce friction, and create a culture where honest conversations lead to better performance. Download the guide and start building trust one conversation at a time.

Speaking Up Is Not Defiance. It's Duty.

By Cathie Leimbach • June 23, 2026
Most leaders say they want employees to speak up. They want people who spot risks, question assumptions, and help the organization make better decisions. Yet many employees hesitate to do exactly that. Why? Because leaders often respond to speaking up as if the speaker is complaining, criticizing or resisting. When people fear being viewed as difficult, they stop sharing what they see. The organization loses valuable information, ideas, and perspectives. A recent McKinsey article found that teams with high psychological safety are two to three times more likely to generate breakthrough ideas. When people feel safe speaking up, better thinking follows. The best leaders understand a simple truth: Speaking up is not defiance. It's duty. When employees question assumptions, raise concerns, or offer a different perspective, they are helping the team avoid blind spots and make stronger decisions. That's why effective leaders don't merely tolerate speaking up—they invite it. They ask: What are we not seeing? What assumptions are we making? Who might see this differently? What information are we missing? Just as importantly, they respond with curiosity instead of defensiveness. They thank people for expressing their perspective. They explain how input influenced decisions. They make speaking up safe. Because organizations don't improve when everyone agrees. They improve when people feel responsible for helping the team see what others may have missed. In healthy organizations, speaking up isn't rebellion. It's responsibility. It's duty. Leadership Reflection Think about your last leadership team meeting. Did people simply agree? Or did someone help the team see something it otherwise would have missed? Download 5 Questions That Surface Better Thinking and make speaking up a productive part of how your team thinks, decides, and performs.