Praising Employees is Overrated!

Cathie Leimbach • September 10, 2020

This is a subtitle for your new post

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.

The Empty Chair Is Trying to Tell You Something

By Cathie Leimbach • August 18, 2026
An empty workstation gets your attention. What caused it should keep your attention. When attendance becomes a problem, the first response is often to review the policy, document the absence, or find someone to cover the shift. Those things may be necessary. But they don't tell you why the problem is happening. A conversation might. Instead of starting with “Why do you keep calling off?” try “I've noticed you've missed several days recently. What’s going on?” Then listen. You may hear about something outside of work. But you may also discover frustration with a supervisor, conflict with a coworker, unclear expectations, scheduling difficulties, or an employee who no longer feels valued. Understanding the reason doesn't mean ignoring attendance expectations. It means you know what you're actually dealing with. Also, look for patterns. Is absenteeism higher on one shift? In one department? Under one supervisor? Did it increase after a schedule or leadership change? Those patterns may tell you where another conversation needs to happen. Most importantly, don't wait until attendance becomes a disciplinary issue to start talking. Check in with employees. Ask what's making their work harder. Ask what they need from their supervisor. And when someone raises a concern or makes a suggestion, be sure to tell them what action you are taking or why their idea won’t be implemented. The goal isn't to eliminate accountability. It's to address problems before accountability is the only conversation left. Conversation is Where Leadership Happens™ You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on September 21. Gain insights from Cathie Leimbach and other attendees. Register here for the FREE Workplace Conversations Clinic 

Is Absenteeism a Pain in Your Pocket?

By Cathie Leimbach • August 10, 2026
Absenteeism is expensive. Every unexpected absence costs more than a day's wages. Someone else may need to work overtime. Priorities get reshuffled, service slows, projects fall behind, and customers notice. Before long, absenteeism starts taking money right out of your pocket. That's why many organizations turn to attendance policies, incentives, disciplinary action, or tighter oversight. But what if those approaches are addressing the symptom rather than what's really going on? Most people don't wake up one morning and suddenly decide they don't care about their work. Disengagement usually happens gradually. People stop sharing ideas. They stop feeling heard. They begin doing only what's required. Eventually, some stop showing up. By the time absenteeism is brought to your attention, the real issue may have been growing for weeks—or even months. If absenteeism has become a recurring challenge, don't just ask, "How do we reduce call-offs?" Instead, ask "What happened before people stopped wanting to show up?" That question may lead you somewhere an attendance report never will—and may ultimately save far more than overtime costs. Attendance problems. Accountability. Difficult conversations. Team conflict. Every leader faces workplace people challenges, and few have been taught exactly what to do when they arise.  Talking through your challenges with others can be helpful. Ask questions of your network. Get some ideas online. Sometimes another perspective is exactly what you need to see the situation differently. You Don't Need to Go It Alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic on August 17. Gain insights from Cathie Leimbach and other attendees as you explore practical ways to handle the situations you're facing. Register here for the FREE Workplace Conversations Clinic