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April 16, 2009


Excellent post. Your illustration was exemplary, especially the second half of the sentence. . ."which is what this company needs right now." I coach managers to give specific examples of what was done well, but also why it was important. Your example did both. The what makes the praise concrete. The why reinforces your rationale for the praise. Both are necessary.

Alexandra –
I agree, Anita offers some great guidelines for praise. Although, the title was a bit misleading, sounding like managers are going overboard heaping too much praise on their employees these days. When discussing that issue with managers, I’ll always ask for a show of hands to see if anyone’s getting too much praise – I’ve never seen a single hand go up.
BTW, I'm glad I followed your comment and discovered your blog - it's great. I'm subscribing.

Excellent, this article should form part of every manager's induction programme.

@Dan E: Thanks, and I'll share your feedback with Anita. I know she'll appreciate it.

@Dan Mc: I think you're right in most cases. Certainly no one would complain about getting too much praise, would they?

@John: Thanks for the comment and for reading! Glad you found the post helpful.

My hubby's job was a casualty of the rcoessien. He had to quickly reinvent himself. After assessing his skills and interests, he retrained and obtained an entry level position in a new field. He doesn't really like the new job but he has stayed to gain experience which he plans to use to get a more agreeable position elsewhere.One of the most difficult aspects of making this transition is balancing what you can do well enough to make a living at it against what you enjoy doing.

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