My brother and his girlfriend recently started taking their new dog to puppy school. They learned that the most effective way to train a puppy is to reward desired behavior, not disciplining bad behavior. Receiving no positive reinforcement for bad behavior, the dog is not really interested in being naughty. Anxious for praise and other small snack rewards has him on track to becoming a star pup.

When I heard this story I thought about the parallels to management. The times I’ve performed at my best have been when my manager has given me trust and plenty of positive reinforcement.

I received this right from the start at Meltwater. Having been vetted through the recruitment process where all my strengths and weaknesses were exposed and discussed, the people who recruited me made me feel accomplished even before I had proven myself in sales. From that trust and positivity grew an excitement for the job and a loyalty to the management team that undoubtedly contributed greatly to my early success as a Sales Consultant. Hearing that I was good made me believe I was good, and it inspired me to do more good things.

I’ve now had the opportunity to manage on a few different levels, and I see how the same holds true for the people I lead. When my approach is to give praise and offer support, I breed inspiration, results, and loyalty to myself and the company. When I point fingers and show doubt in my colleagues, I am met with resistance and deflation, which results in my organization stalling.

It is human (and animal) nature to excel at a task when we are given kudos for a job well done. And it makes sense that disciplining, or finger-pointing, has the opposite effect. Just as puppies forget bad behavior by being rewarded for what’s good, managers need to think support and reward to inspire and offer development. Highlight the good and head with full force towards it, rather than focusing on how to avoid the bad.
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Based in Toronto, Frida is an Area Director with Meltwater News

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