Manager Tools

Give Positive Feedback Just For Doing Their Job! - Part 1

27 min

This episode of Manager Tools argues that the key to giving effective negative feedback is to first give abundant positive feedback for everyday good performance, not just exceptional contributions. The hosts explain that most workplace behaviors are positive (around 80%), yet managers often ignore this, creating a trust deficit that undermines their negative feedback. They recommend a structured approach: build trust with one-on-ones first, then give positive feedback for 12 weeks before ever introducing negative feedback.

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✨ Key Takeaways

1

The road to effective negative feedback goes through positive feedback; you can't get good at giving criticism without first building trust through recognition of routine good work.
2

Managers typically ignore 80% of positive behaviors (employees just doing their job), which makes their feedback seem 50-50 positive vs. negative, even though actual performance is 90% good.
3

The 'Middleman Test': if your boss only pointed out mistakes and never mentioned your good work, how would you feel? Apply that to yourself as a manager.
4

Positive feedback doesn't require a special or unique contribution; giving it for simply meeting expectations ('doing their job') is precisely what builds trust.
5

The sequence matters: 12 weeks of one-on-ones for trust building, then 8 weeks of positive feedback, and only then start giving negative feedback.

💬 Notable Quotes

"Sooner and smaller, not later and longer."

— Mark (referencing Matt Bintliff)
"If you don't give positive feedback to professionals who do many good things every day and only focus on their negatives, you will destroy your trusting relationship with them."

— Sarah
"What would your life be like if everyone on your team just did their job exactly as expected? ... Why then, knowing that, are we not giving more positive feedback for all of the things our team members do well? Not even well, just do to a standard expectation."

— Mark