When asked "What is the kindest thing anyone has ever done for you?", two-thirds of respondents said it was someone who saw potential in them and took a chance on them before they had a track record of success. This act of early belief is deeply transformative and memorable.

While often maligned, research found the "feedback sandwich" (positive-negative-positive) is effective. However, the crucial element is starting with a compliment or expression of respect. This primes the recipient to be more receptive to the difficult feedback that follows. The positive end is less critical.

Optimize feedback's psychological impact. Deliver negative feedback verbally and in-person to avoid misinterpretation of tone. Follow up on positive feedback in writing, even if delivered verbally, because people cherish and share written praise with friends and family, amplifying its effect.

Feedback often fails because its motivation is selfish (e.g., 'I want to be right,' 'I want to vent'). It only lands effectively when the giver's genuine intention is to help the other person become who *they* want to be. This caring mindset dictates the delivery and reception.

Don't view positive feedback as simply a way to make someone feel good. Its primary purpose is to make a person consciously aware of what they are doing well. This awareness increases the consistency and frequency of that desired behavior, making them a better performer.

Research shows that sprinkling achievement-oriented words (e.g., “win,” “master,” “succeed”) into instructions primes people for success. Participants in studies performed better on tasks, were twice as willing to persist, and experienced physiological changes in dopamine and testosterone levels.

Research shows that, similar to humans, LLMs respond to positive reinforcement. Including encouraging phrases like "take a deep breath" or "go get 'em, Slugger" in prompts is a deliberate technique called "emotion prompting" that can measurably improve the quality and performance of the AI's output.

When giving feedback, structure it in three parts. "What" is the specific observation. "So what" explains its impact on you or the situation. "Now what" provides a clear, forward-looking suggestion for change. This framework ensures feedback is understood and actionable.

To prevent defensiveness when giving critical feedback, managers should explicitly state their positive intent. Saying "I'm giving this because I care about you and your career" shifts the focus from a personal attack to a supportive act of leadership aimed at helping them grow.