Leaders who use public platforms to specifically name and praise behind-the-scenes contributors build a stronger, more motivated team. This public acknowledgment demonstrates that all roles are integral and valued, fostering a culture where people feel seen and are motivated to contribute at a high level.
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To combat remote work isolation, Atlassian designates one team member per week as the "Chief Vibes Officer" (CVO). This person's job is to inject fun and connection through activities like posting prompts in Slack. This simple ritual builds social bridges, leading to higher trust and better problem-solving.
In a remote workforce, scrappy problem-solving is often invisible. Leaders must create a system to surface and publicly celebrate reps who use creativity to overcome blockers. This not only rewards the desired behavior but also transforms individual wins into scalable learning moments for the entire team.
People won't bring you problems if they fear your reaction. To build trust, leaders must not only control their emotions but actively thank the messenger. This reframes problem-reporting from a negative event to a positive act that helps you see reality more clearly.
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.
Organizational success depends less on high-profile 'superstars' and more on 'Sherpas'—generous, energetic team players who handle the essential, often invisible, support work. When hiring, actively screen for generosity and positive energy, as these are the people who enable collective achievement.
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.
Elite salespeople understand that closing deals requires a team. They actively cultivate advocates within their own company—in operations, support, and finance—by treating them well and recognizing their contributions. This internal support system is critical for smooth deal execution and ensures they can deliver on client promises.
"Glue employees" are team members with high EQ who proactively help others and prioritize the team's success. They are multipliers but often go unnoticed because they aren't traditional "star" performers. Leaders should actively identify them by asking team members who helps them the most and then reward them accordingly.
To build a loyal and effective team, leaders should constantly make "deposits"—helping employees advance, improve, and do their jobs. This builds goodwill, so when a leader needs to make a "withdrawal" by asking for something, the team is happy to oblige. This applies to customers, employees, and government stakeholders alike.
