When managers give feedback, the ratio of positive to negative statements in high performing organisations is 5.6 to 1 (Kim S. Cameron, Positive Leadership). In poor performing, struggling organisations, the ratio was as low as 0.36 to 1.
Positive praise has an affirmative impact on our performance due to the dopamine hit it creates. Giving positive feedback little and often is the message.
How do we shift from pointing out weaknesses to focusing on strengths? It’s not easy, as the brain is set up to notice the negative first.
This Engaged Feedback checklist might help as a first step.
