Positive reinforcement is the best way to improve worker performance. We have scientifically validated what we know in our gut; people like feeling good and will seek out more of that. It’s not hard to connect the dots between high performance and positive reinforcement; I do something well that gets me rewarded; I like a reward, and I’ll do more of that. We can agree that positive reinforcement is valuable.
There is a lot to say about positive reinforcement, and this space is limited. However, I want to bring up one point before we get to the tips. I can’t tell you how often I have heard, “They get their positive reinforcement every two weeks when their paycheck hits the bank.” Yes, that is an important reward for a job well done, but there's a problem with thinking it’s all you need. If you're giving positive reinforcement to your best employee on payday, you're also giving positive reinforcement to your worst employee that day. It won’t take long before others figure out the minimum effort needed to get the same reward as the worst person on your team. Do you want a team full of people who just do enough not to get fired? Probably not, so here are some tips to giving positive reinforcement:
There are two things to consider here. First, what specific behavior are you talking about? Many things happen throughout the day, some good and some that would make you cringe. Be specific to the behaviors you want to see more: Good job, replacing that frayed extension cord. Good job following the procedure step by step. Good job inspecting your vehicle before operating it. If you end the day with “good job,” then you are telling your team that you were good with all of it.
The second way to be specific is to address specific people. Be clear about who you are addressing. If you end the day with “good job, team,” everyone receives the same collective praise despite their differing effort or performance. Good job, Steve, on using all the proper PPE. Good job, Haley, on replacing worn-out tools.
The longer you wait to give positive reinforcement, the less impact it will have. If you can do it without being a distraction, give positive reinforcement while still in the moment. If praise is given while the person is still in the work environment, they will likely remember that good feeling and seek it out again. For example, if I’m standing next to the electrical panel, I just did some wiring in, and my supervisor tells me the specific aspects of the job they appreciate, the next time I go to work a panel, I am much more inclined to remember what they acknowledged. If the feedback is “remember yesterday when you wired that panel? Good job.” Then it won’t be as memorable or impactful.
Positive reinforcement is not a one-time (or every payday) thing. It’s an integral part of a continuous process for improvement. Ideally, you should achieve a 4:1 ratio of positive reinforcement to corrective coaching. In other words, you should thank your people for what they are doing correctly four times as often as you are coaching them on what they did wrong. Odds are you’re nowhere near a 4:1 ratio, so there is plenty of room to add positive reinforcement before it feels insincere.
The more you give positive reinforcement, the easier it is to ask for new or different behavior. On a final, completely unrelated note: 1) Good job, reader, on seeking ways to improve the workplace. 2) You did a great job, web surfer, reading this; how many words per minute was that? 3) Good job reading quietly, person in cubicle. You didn’t distract others by mumbling under your breath at all. 4) I noticed you put in headphones, dude, with headphones on. That’s a good tip for minimizing distractions and focusing that others could use. Now, could you just help me by forwarding this article to others?
