A Focus on Feedback
Praise and positive feedback have a powerful impact on us, often uplifting our spirits no matter the source or the reason behind it. Success naturally motivates, and most of us thrive on receiving compliments and recognition. It helps reinforce our sense of capability and competence, making us feel valued.
On the flip side, criticism and negative feedback can significantly deflate our motivation. It can make us feel less confident and diminish our interest in continuing what we’re doing. Even when the criticism is unfounded or comes from someone who lacks the authority to judge us, it can still be demotivating.
Though this might seem like a case of external motivation or demotivation, it’s actually more about our internal response. We choose how to interpret and react to both praise and criticism, even though we’re often conditioned to respond almost automatically.
Reinforcement isn’t limited to external sources of reward or punishment. When we acknowledge our own efforts and tell ourselves we’re doing well, we provide ourselves with a sense of satisfaction and motivation. Conversely, if we criticize ourselves—even when we’re performing well—we tend to feel discouraged and demotivated.
Reinforcement Theory
Reinforcement theory (also called the behavioral theory) says that people do, and are motivated to do, what gets rewarded. We avoid doing, or become de-motivated, when we get punished for what we do.
How can you, as a supervisor, use this theory to provide a motivational climate in the workplace? By praising, giving positive feedback, congratulating people when they perform well. As Ken Blanchard puts it, catch people doing things right and praise them.
The Big Question
Should you, as a supervisor, praise mediocre work?
Generally, no, as you will reinforce mediocrity. However, when people are unwilling or unable to perform at a high standard, you should begin by praising progress. Set your expectations and standards low and then move them higher as the person’s performance improves.
This is the same process that is described in Paul Hersey and Ken Blanchard’s Situational Leadership Model. In this model, support (which is viewed as positive) is increased and direction (which tends to be viewed more negatively) is decreased, as individuals or groups increased their task readiness (ability and willingness to accept responsibility for setting and achieving high performance targets).
