Public Praise; Your Key to Positive Feedback

Now that you have effectively given the MBA to a member of your team, see past blog for steps to the MBA, whether they achieved the desired outcome or not, it’s time to give feedback, see past blog for the importance of giving feedback. 

I could write a newsletter about feedback, why managers are bad at it, why is it so important to give, but in this blog I want to write about ‘how to’ give feedback.  I don’t have the space to cover both positive and negative feedback, so I’m only going to write about positive feedback.  I’ll write about what to say when you don’t get the desired outcome later this week. 

I like to call positive feedback, Public Praise.  Because it should be done with co-workers within ear-shot so they can learn from and possibly duplicate the action.  Also, it’s a great way to build the esteem of the person receiving the praise.  Keep in mind, I’m not saying you have to be a cheerleader and embarrass the team member, but it should be done in the open. 

Steps to the Public Praise

  • First, tell the staff member what they did well and say thank you.
  • Ask, “What did you like about what you did?” Or, “What did you learn about what you did?”  The objective is to get them talking.
  • Ask,

              “What else?”  Get them to dig deeper.

              “What else?”  Asking twice will get them to look at themselves.

  • Ask, “If you were to do it again, how would you do it differently?”  You’re looking for a possible new and creative approach.
  • Finally, remind them again of what he or she did well and say thank you.

 Just like the MBA, all of the steps must be done and done in order.  Also, you must remember to ask “What else?” twice after asking “What did you like about what you did?”  The reason is, by doing this, you are making them aware of what they did, you’re getting them to look at everything they did. 

Notice that the steps are mostly questions?  The average manager thinks, to give feedback, they must do all the talking.  In reality, if you’re doing it right, the team member does all the talking, your job is to ask the questions and listen. 

In a few weeks, I’ll write about the feedback you must give when the desired outcome is not reached.  I call it, “Confronting Non-Performance.”

 Hope you can attend, “Effort & the Role of Leadership” Open Seminar coming January 18th and 19th in Minneapolis.

Now available for purchase, “7 Slight Edges to Keeping Your Customers” webinar recording.  For $197.00 you can train your entire staff.


Mark Isaac



How’s Your Feedback?

The average manager and supervisor is poor at giving feedback. It may be that they were never trained, it may be that they follow how they were given feedback, it could be a number of reasons. But the effective leader understands the importance of giving feedback. They know some key factors about feedback. First, that it’s a survival skill; every leader must give feedback to ensure new policies, initiatives and procedures continue at high levels. Second, leaders know that feedback must be continual. Leaders can’t give feedback for somethings done well, they must address the bad as well. Also, especially on large projects, the leader must make sure the team stays on track. Third, feedback must be distributed to all involved. Just because a leader feels someone on their team doesn’t need feedback is no reason to overlook them. And forth, feedback must be a two-way conversation. Too many average leaders do all the talking, you must value the team members input. Watch my next two blogs on how to deliver both positive and negative feedback.

 Now available for purchase, my 60-minute webinar recording of, “The Seven Slight Edges to Keeping Your Customers, Insights & Applications.” For $197.00 you can train your entire staff how they can create an environment of service for your customers.

I hope you can attend my Open to the Public workshop, “Effort & the Role of Leadership” this January 18th &19th. This is a time management workshop that specifically addresses the time issues facing today’s leaders.

Mark 612-308-3065