We all like praise. But not all praise is equal.
Thank you after a long day, a quick “nice work”, a nod after a presentation. All these things matter. They can turn a bad day around faster than most things.
But giving praise well? That’s a skill many managers never really learn. So they default to the easiest version: “Good job.” And then move on.
The problem is that generic praise after a while starts to feel automatic. Almost like something you say because you’re supposed to.
If you want praise to actually do something, it needs to be specific.
Not: “Great work on the project.”
But: “You managed to keep the group focused while the goalposts were moving. We wouldn’t have made the date without that.”
Now the person knows what mattered. Now they know what to repeat.
The second part is timing.
If praise is delayed it loses impact. If you wait until the next 1:1 or performance review, you’ve missed the moment.
The closer it is to the action, the more real it feels.
The third part is how you deliver it.
And this one we tend to get wrong most often.
Public praise sounds good in theory. You could argue that the recognition and visibility boosts team morale. But in practice, it’s a hit or miss.
Some people appreciate the public praise. Others simply tolerate it. And plenty straight up hate it (I’m one of them).
Private praise, on the other hand, almost always works. It’s more direct, simpler, and less performative.
A short message or a quick conversation without an audience. That’s usually enough.
So, if you’re not sure, default to private. Earn the right to go public.
It doesn’t matter how much praise you think you’re giving if the other person doesn’t feel it.
And that only happens when you get the details right.
See you next week!
- - Good Enough