Positive Reinforcement
“If you want to see more of what you are looking for in individual performance, let people know you appreciate their efforts.” – Skip Gilbert
Which would you rather receive, a sharp criticism every time you do something wrong or positive words of encouragement every time you do something right? Most of us would prefer the words of encouragement and I think most of those around us would answer the same way. We feel more respected and open to change when we receive encouragement.
Positive reinforcement is more powerful than negative criticism. We all prefer to hear kind words of encouragement and recognition when we do something good. It makes us feel good about ourselves and makes us want to do it again to receive another reward. It seems to be part of our DNA that we learn new behaviors more quickly when receiving positive reinforcement.
In 1938 Dr. B.F. Skinner published the findings of his research in his book Science and Human Behavior. In his studies he concluded that both positive and negative consequences of an action changed behavior. However, positive reinforcement encouraged more willing and rapid learning than negative reinforcement. He concluded that negative reinforcement is temporary and has a series of unwanted side effects and often unwanted consequences. On the other hand, positive reinforcement encouraged repeating the behavior more frequently.
These findings were true in their day and continue to be true today. We are more likely to repeat a behavior when receiving positive reinforcement than being admonished for not displaying the preferred behavior. When we receive positive reinforcement for something we have done correctly, we can easily connect the action with the reward. Conversely, if we are punished for not displaying the preferred behavior, then we are still not sure what the correct behavior is.
Using positive reinforcement can be a powerful tool in our leadership toolbox. When we want to adjust behaviors we are more likely to be effective when we reinforce the preferred behavior rather than admonish for the lack of the preferred behavior. By publicly providing positive reinforcement to an individual for demonstrating the proper behavior, way of thinking, or action, we not only build their self-esteem, we encourage others to model that same behavior. It builds a self-reinforcing positive chain of events that leverages the single event across the entire organization.
As a leader it can be hard to find the patience to wait for the right behavior to happen to reinforce. We know what we want and want to make things change as quickly as we can. Sometimes it just feels more expedient to point out a mistake and say “don’t do that again”. The problem is that pointing out mistakes creates an environment of negative reinforcement and will slow down the change that we want to take place. We have to be patient and then reinforce the instance of somebody doing something right, and then make a big deal about it. Pick the right moment and then go overboard with praise. It works. We will see and feel the difference as people respond to the positive environment and learn from their observations.
In the end, nobody gets too much positive reinforcement. We all thrive on being recognized and encouraged by those around us, especially by our leaders. Given all of the chaos and challenges we face, it is not likely that we will simply become desensitized to being told we did something right or did a good job. There is just too much that needs to be fixed and too many people that do not have the patience to truly leverage their leadership. Positive reinforcement will not drive negative behavior. It naturally works for us, not against us.
Smart leaders allow people to feel good about their work which is a big part of the self-image of the individual. Most people want to please their manager and are looking for positive recognition. If we want to see more of what we are looking for in individual performance, let people know we appreciate their efforts. It does not mean that we cannot or should not provide adjusting guidance or lower our standards of acceptability. By providing positive feedback we open the door to greater acceptance of doing something even better next time.
Given a few cycles of positive reinforcement, most people will soon figure out what we are asking for. As a smart leader we will be building the effectiveness of our team as we reinforce the behaviors that we are looking for while providing a positive and encouraging environment. These are all necessary conditions for building a high performance team, achieving our goals, and driving organizational success. Then again, that is why we are smart leaders! 😉