Praising Employees is Overrated!

Cathie Leimbach • September 10, 2020

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Are you a leader who believes that ‘no news is good news’? Perhaps you figure that there is no reason to comment on an employee’s work if you have no major complaints. After all, they are doing their job, right?


I used to be a member of this camp, but luckily, I changed my thinking. I was sure each of my team members knew when they were doing a good job and there was no reason for me to confirm or acknowledge. Then, thankfully, a few of my business friends told me that I was being perceived as caring only about getting things done without investing in relationships with team members. Even though I’ve always thought people mattered, I wasn’t showing it. I also discovered I was not alone in my management style. In fact, lack of praise and the impact on employee performance is a serious problem.


Here is the conundrum. Research shows that 85% of employees say that FEELing valued and appreciated is the most important factor in them liking their job. Yet, only 17% of people FEEL valued at work. That means that almost two-thirds of employees (maybe even yours) aren’t happy with their job because they don’t FEEL valued and appreciated at work.


And guess what? That leads to higher turnover and lower productivity. No great surprise, the research also shows that the most important workplace relationship is that between an employee and their supervisor.


Providing positive feedback may seem like a lot of effort, especially if you supervise a lot of people. It does take time, however, it takes much less time than dealing with staff turnover. And, having engaged and productive employees results in a stronger bottom line as well. Starting a habit of regularly praising your team members involves just a few simple steps. 


The Results of Praising Employees

In case you still aren’t convinced, the numbers are compelling. Research shows that praising employees:

·        Increases productivity 10%-20%.

·        Decreases turnover by 65% reducing the need for hiring, onboarding, and new employee training. That leads to cost savings and increased efficiency.


The Process for Praising Employees

It makes good business sense to implement positive feedback loops for our employees. 


And it isn’t hard. Here is how you can start:


  • Catch each direct report doing something right at least once per week.


  • Immediately provide positive feedback by expressing your appreciation for their good work. Be specific about what they are doing well. (e.g. "It sounds like you had an upset customer on that call, yet you remained calm, listened patiently, and repeated back what you heard to confirm whether you understood them correctly. Thank you for paying attention to their concerns and finding a solution that meets their needs.") 


  • Tell them how their actions are beneficial. (e.g. "That’s how we retain valuable customers.")


Start providing positive feedback right away. Think about the specific actions or tasks that contribute most to high performance. Imagine if your employees do more of these, how it will impact the success of your company. And, then take action. Get started now. 


If you want more tips and strategies for motivating your employees, reach out and we can schedule a free consultation to talk about employee productivity in more detail.

How Managers Drive 70% of Performance

By Cathie Leimbach • February 17, 2026
Most CEOs focus on strategy, systems, and talent. But the biggest driver of performance is already in place: managers. Manager behavior influences about 70% of team engagement and results. What happens in everyday conversations matters more than perks, pay, or policies. Managers either multiply energy or drain it. Clear, supportive managers raise performance. Avoiding, inconsistent managers quietly lower it. The good news? Small habits make a big difference: Clarifying expectations Giving timely feedback Addressing issues early Reinforcing priorities These moments add up. Instead of telling managers to “motivate people,” try asking: Where might expectations be unclear? Where is inconsistency allowed? What conversation is being avoided? When managers improve just a little, results improve a lot. 👉 Join our 60-minute Leadership Conversation to explore how everyday manager habits quietly shape engagement and results.

Why Engagement Isn’t About Perks

By Cathie Leimbach • February 10, 2026
When engagement drops, many organizations reach for perks—rewards, programs, or incentives. These can create a short lift, but they rarely solve the real issue. Engagement starts with expectations. Most people want to do good work. What gets in the way isn’t motivation—it’s uncertainty. When priorities shift, roles feel unclear, or success means different things to different leaders, people disengage quietly. Leaders often don’t realize they’re contributing to this. Vague direction, inconsistent follow-through, or assuming “they already know” leaves teams guessing. Over time, guessing turns into frustration—and frustration turns into disengagement. Strong engagement cultures focus on leadership basics: Clear priorities Shared definitions of success Aligned expectations Consistent reinforcement When expectations are clear, people move with confidence. They take ownership, collaborate better, and stay engaged because they know where they’re headed. Perks can support engagement—but only after clarity is in place. 👉 Read our full article on Why Engagement Starts With Expectations to turn clarity into a real advantage.