“Managers help people see themselves as they are; Leaders help people to see themselves better than they are.” — Jim Rohn

On several different occasions over the last month, I have heard leaders comment about one of their direct reports doing a great job.

In some cases, they were really chuffed the person was making progress on what had previously been a performance issue.

And in other instances, it was simply a matter of – “John is really improving in his communication with his colleagues”, or, “Mary really put in a lot of effort with that report.”

“Have you told them that?” I questioned.

Every single time, the answer was a slightly sheepish, “no”.

I don’t know if it’s Kiwi culture or a more widespread issue, but it seems to me that giving positive feedback is often a difficult task.

Are we afraid of coming across as too gushy? Cheesy? Touchy-feely?

It appears we are often equally challenged by giving praise as we are at delivering developmental feedback. But, as we all know, the benefits of feedback are vast – see here for a blog explaining more.

In my experience, we find it easier to focus on what’s wrong with others’ behaviour, what’s not working in a situation and what our direct reports need to “work on”.

And whilst this is important (I’m a big advocate in addressing non-performance as soon as we notice it), too often we are unbalanced in our perspective (or our comments, at least).

Criticism is more commonplace than praise.

What we shine a light on grows, so if your spotlight is always focussing on developmental needs and weaknesses, maybe its time to adjust your lens.

Everyone has strengths. Everyone is good at something.  Your job as a leader is to identify these, help your people to see what they are and nurture their growth.

“I have yet to find the man, however exalted his station, who did not do better work and put forth greater effort under a spirit of approval than under a spirit of criticism.” — Charles M. Schwab

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