Feedback can be a powerful catalyst to impactful growth. Positive feedback has been shown to increase employee engagement and productivity. The research supports many of our personal experiences with such change. According to a Gallup survey, managers that focused on the strengths of their employees reported 67% engagement. This is compared to only 31% employee engagement when managers focused on weaknesses (Porath, C., 2016). Kinda like parenting ya know?... Positive reinforcement alone to increase compliance and reduced destructive behavior (DeLeon et al, 2001; Lalli et al., 1999) (Bouxsein, K. J. et all, 2011) .
Porath explains that high performing teams offer nearly six times more feedback than typical teams. In addition, low performing teams share nearly twice as much negative feedback than average. Managers who are open and engaged, help employees set performance goals and focus on strengths over weakness drive higher engagement (Harter, J. & Adkins, A., 2015). According to this article, employee engagement increases with frequent and consistent communication with supervisors. Including explicit expectations and progress of performance as well as non-work-related conversations. Effective communication, an essential ingredient to feedback, as been linked to increased productivity (Chui, M et al, 2012), improved engagement & satisfaction (TINYpulse, 2013), and a building block of trust (LexiconDSM, 2016).
Executives benefit from dependable feedback as they safely explore past consequences and potential future outcomes. This can allow for leaders and organizations to prepare for, adapt to and mitigate unintended outcomes among the goals they wish to achieve (Fitzgerald C. & Berger, J., 2002, p.194)
Resources:
Bouxsein, K. J., Roane, H. S., & Harper, T. (2011). Evaluating the separate and combined effects of positive and negative reinforcement on Task Compliance. Journal of applied behavior analysis. Retrieved December 17, 2022, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3050464/
Chui, M., Manyika, J., Bughin, J., Dobbs, R., Roxburgh, C., Sarrazin, H., Sands, G., & Westergren, M. (2012, July 1). The Social Economy: Unlocking value and productivity through social technologies. McKinsey & Company. Retrieved December 13, 2022, from https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/the-social-economy
DeLeon I.G, Neidert P.L, Anders B.M, Rodriguez-Catter V. Choices between positive and negative reinforcement during treatment for escape-maintained behavior. Journal of Applied Behavior Analysis. 2001;34:521–525. [PMC free article] [PubMed] [Google Scholar]
Harter, J., & Adkins, A. (2015, April 8). Employees want a lot more from their managers. Gallup.com. Retrieved October 23, 2022, from https://www.gallup.com/workplace/236570/employees-lot-managers.aspx
Fitzgerald, C., & Berger, J. G. (2002). Executive coaching: Practices and Perspectives. Davies Black Publishing Imprint.
Lalli J.S, Vollmer T.R, Progar P.R, Wright C, Borrero J, Daniel D, et al. Competition between positive and negative reinforcement in the treatment of escape behavior. Journal of Applied Behavior Analysis. 1999;32:285–296. [PMC free article] [PubMed] [Google Scholar]
LexiconDSM Follow. (2016, July 28). 9 statistics that prove you need internal communications. Share and Discover Knowledge on SlideShare. Retrieved December 13, 2022, from https://www.slideshare.net/LexiconDSM/9-statistics-that-prove-you-need-internal-communications
Porath, C. (2016, October 25). Give your team more-effective positive feedback. Harvard Business Review. Retrieved October 22, 2022, from https://hbr.org/2016/10/give-your-team-more-effective-positive-feedback
TINYpulse employee engagement survey. TINYpulse. (2013). Retrieved December 13, 2022, from https://www.tinypulse.com/resources/employee-engagement-survey-2013
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