Positive Reinforcement

While coaching culture transformation in many African organisations, I notice that some still operate on an outdated principle.  Managers and supervisors scrutinise employee performance for mistakes to correct mistakes rather than successes to celebrate. This is fatiguing for everyone and creates the sense that the organisation is always on fire!

Leadership thinkers like Simon Sinek argue for a different approach that actively seeks out what people are doing right. When leaders shift their focus from fault-finding to recognising strengths, organisations see higher engagement, stronger performance, and more resilient teams. As Dale Carnegie said, “People work for money but go the extra mile for recognition, praise, and rewards.” When employees feel appreciated, they don’t just perform better; they take ownership of their work, innovate more, and stay committed for the long term.

Aren’t these the behaviours every company culture needs?

The impact of positive reinforcement isn’t just anecdotal; it’s backed by real-world examples. Globally, companies prioritising recognition and strengths-based leadership consistently outperform those relying on fear-based management.

● Zappos, the shoe retailer renowned for its customer service, encourages managers to praise employees openly and reward them for demonstrating company values. Their workforce takes pride in delivering exceptional service.

● Adobe eliminated annual performance reviews and replaced them with frequent, real-time feedback focusing on strengths. So, employees feel empowered to take the initiative and contribute at a higher level.

● Google cultivates a culture of positive reinforcement through peer recognition programmes and leadership training focused on appreciating employees. This sustains its reputation as one of the most desirable workplaces in the world.

Neuroscience tells us that positive reinforcement isn’t just a feel-good concept; it’s a strategic advantage. When employees are recognised for their efforts, their brains release dopamine, reinforcing the behaviours that lead to success. This creates a cycle where people are more likely to repeat positive actions.

Dr Daniel Abel’s work on brain diversity further highlights that different minds require different stimuli to thrive. Some people excel in structured environments, while others perform best in creative or highly collaborative settings. Leaders who understand these variations can appreciate colleagues more authentically.

In my work in culture transformation, I encourage companies to look for employee behaviours that make the business work better, and then replicate them. We might call this approach ‘Leading Through Appreciation,’ fostering a workplace culture where strengths are acknowledged and built upon.

The truth is that the more people you have doing the same good things, the harder it is for laggards and detractors to hold you back. Customers are often among the first to notice this trend and they will reward your brand for it.