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.
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A three-step structure for feedback: state a neutral observation ("What"), explain its impact ("So What"), and suggest a collaborative next step ("Now What"). This focuses on the work, not the person, making the feedback more likely to be received well and acted upon.
Most managers are conditioned to spot errors. A more powerful strategy, inspired by Ken Blanchard, is to actively "catch people doing the right thing" and praise it. This builds an emotional bank account, reinforces desired behaviors, and improves culture far more effectively than constant correction.
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.
A "team brag session"—where each member publicly praises a colleague—is counterintuitively more beneficial for the giver. While the recipient feels respected, the act of recognizing others elevates the praiser's own morale and strengthens team bonds.
To sustain sales team hunger, leaders should prioritize small, daily recognitions over waiting for major milestones. A quick Slack message acknowledging good work reinforces positive behavior and connects daily effort to the bigger picture, making people feel their work is appreciated.
Abstract feedback like "be more confident" is useless. Instead, sales managers should provide concrete instructions. Replace "you sound nervous" with "speak at a slower cadence," and change "have more confidence" to "speak louder" for clear, measurable directives.
Research shows a genuine compliment activates the same part of the brain as a financial reward. To make praise meaningful, use the ASI framework: Authenticity (be genuine), Specificity (what exactly was great), and Impact (how it affected you). This structure ensures the compliment lands with intention.
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.
Instead of dwelling on what went wrong, anchor coaching in the future ('feed forward') by planning for the next opportunity. Reinforcing positive actions with 'highlight reels,' like coach Tom Landry did, is far more effective at encouraging repeat performance than only analyzing fumbles.
Compliments are a tool for self-conditioning, not just validation for your partner. By making a habit of saying positive things out loud, you reinforce your own brain's neural pathways for appreciation and happiness, strengthening your experience of the relationship.
