Corporate Education Group

The Perils of Praise: Giving Positive Feedback

CEG offers Corporate Training and Consulting, as well as traditional and virtual instructor-led courses in management and leadership, project management, business analysis, business process management, agile/scrum, and lean six sigma.

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2 | The Perils of Praise: Giving Positive Feedback 300 Brickstone Square • Suite 201 • Andover, MA 01810 USA • 1.800.288.7246 • +1.978.649.8200 • info@corpedgroup.com "This is really embarrassing. I never know what to say in return." Or: "I wonder what you want from me now." What Is Praise? Praise is a vague statement that makes a positive judgment about a person but contains very little information or any real meaning. Example: "You're the best team member I have." This statement is loaded with judgment, which can make us doubtful or even distrustful. There is no real information contained in the message, so there is nothing to grab onto as a way of building motivational steam. Give Positive Feedback Instead Positive feedback, on the other hand, is a specific, nonjudgmental statement about a person that contains concrete and meaningful information. Example:"You ran that team meeting really well: you encouraged open discussion, stuck to the agenda, and ended on time." There is no judgment here, only a statement of fact. The message has some meat to it: the person knows exactly what he or she has done (and likely will do in the future). There should be no need for the receiver to wonder about ulterior motives. There should be no embarrassment by the receiver, unless the person is not used to receiving such feedback and doesn't know how to respond. If so, tell the receiver that a simple "thank you" is all that's required. So, put away the candy handouts and give positive feedback instead. Give it soon and often. Make it specific and concrete. Then watch what happens. About the Author: Casey Mitchell, trainer and consultant for Corporate Education Group, is devoted to helping people achieve peak perfor- mance. Her primary focus is on management learning and development. Casey works with new managers who want to make a successful transition and with existing managers who want to move into leadership roles. She has 18 years of expe- rience in the training field and a wealth of management ex- perience, which helps her relate to her clients' needs. Prior to founding her own consulting firm, Casey was Human Resource Development Manager at Marshalls Department Stores.

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