Dear CEO —
My company has a “great job” Slack channel where everyone falls all over themselves giving praise for everyday things that people should be doing.
As I write this, I know I sound like a wet blanket. It’s just that all the glowing accolades come off as false praise to me.
If everyone is doing so great, why isn’t our company having a fantastic year, too?
Even worse, people think they’re doing a good job when they really need to improve.
I can’t pinpoint when this culture started, but to me, it seems similar to giving everyone a participation trophy.
Yes, I admit it. I’m a boomer manager. I just don’t fit in with all this enthusiasm for the average. Praise should be earned, not given so freely that it becomes cheap.
What do you think about the whole thing? Is it healthy and motivational, or overhyped and harmful?
— Lisa M, Denver, Colorado
Dear Lisa —
Thank you for reaching out with such a candid perspective. Your letter strikes a chord that resonates in many workplaces. It’s important to balance recognition with reality, and your concerns about false praise are valid.
First, let’s acknowledge the intent behind a “great job” channel. In many ways, it reflects a positive work culture, fostering an environment where employees feel valued. However, as you’ve astutely pointed out, there’s a fine line between encouragement and inadvertently setting a low bar for excellence.
Consider the story of a company I once worked with. They had a similar channel, bustling with praise for even the most mundane tasks. Over time, this led to a complacency where exceptional work wasn’t distinguished from the ordinary. When the year-end evaluations came around, there was a noticeable disconnect between perceived performance and actual results. This is akin to the situation you’re describing.
As a boomer manager, your perspective is invaluable. You’ve witnessed different eras of work culture, and your experience equips you to identify sustainable practices. The key is not to dismiss the current trend but to guide it. Praise, when merited and specific, can be a powerful motivator. But when overused, it loses its impact.
So, what’s the solution?
It’s about striking a balance.
Encourage your team to reserve the “great job” accolades for efforts that truly go above and beyond. Simultaneously, cultivate a culture of constructive feedback where you recognize good work and openly discuss what could be better.
Actively model the kind of praise-giving you want others to emulate, and find your own way to make recognition special again.
This way, praise retains its value, and improvement areas are not overlooked.
Be assured that your observations are not out of place. They are a call to recalibrate and ensure that recognition within your company is both meaningful and worthy. Your role as a leader is crucial in shaping a culture that celebrates genuine achievements while continually striving for growth.
Sincerely,
