Engagement Grows Where Attention Flows
Years ago, I sat in a manuscript review meeting with one of our company’s most talented writers. The meeting wasn’t going well—but I didn’t know that.
I had nothing but respect for this writer. To be honest, her powerful self-expression and thought leadership intimidated me. As a long-time editor, I was eager to contribute whatever expertise I could to make the book she was working on even better.
Working from carefully prepared notes, I dove right in, pointing out the sections that didn’t flow and identifying places where the narrative could be strengthened, focus could be sharpened, and themes could be developed.
I did a good job, right? Wrong.
A few weeks later, I solicited feedback from this same talented writer as part of a 360-degree review process. She graciously responded to my request and gave me feedback on my editorial leadership in that meeting.
“I felt cut off at the knees,” she said.
She pointed out that I had made my comments on her manuscript in front of the entire publications team. She described feelings of shame, humiliation, and embarrassment. She’d left the meeting feeling anything but engaged and motivated.
The Key to Engagement
Most leaders don’t wake up in the morning thinking: How can I demotivate my team today? And yet, without meaning to, we inadvertently create cultures where people are more focused on avoiding criticism than on contributing their best work.
The antidote to that problem is one of the simplest, and most powerful, principles Blanchard has taught for decades:
Genuine praise is a major driver of engagement and motivation.
I learned the hard way that too much attention on what’s not working erodes confidence and dampens initiative. Don’t make the same mistake.
The Engagement Problem Isn’t Laziness
When leaders talk about disengagement, they often describe low initiative, minimal effort, or a lack of enthusiasm. Some attribute disengagement to a poor work ethic or a slacker mentality.
But across all generations, most people want to do meaningful work. They want to contribute. They want to feel competent.
What drains motivation isn’t work itself; it’s invisibility. When leaders highlight mistakes but let good-faith efforts go unnoticed, people slowly shift into self-protection mode. Playing it safe, they don’t risk trying new things. They do just enough.
And then leaders call them disengaged.
Ken Blanchard poked gentle fun at this leadership style by calling it “seagull management.” That’s when managers don’t come around until something goes wrong—then they fly in, make a lot of noise, dump on everybody, and fly out.
The best leaders, he argued, lift people up and cheer them on so that they can be magnificent. “If, out of all the things I’ve taught over the years, I could hold onto only one leadership lesson,” he said, “it would be to catch people doing something right.”
What “Catching People Doing Things Right” Really Means and How To Do It Well
That phrase—“catch people doing things right”—is often misunderstood as naïve positivity or surface-level praise. It’s not. Nor is it about ignoring problems or avoiding redirection (topics I’ll explore in another blog).
To catch someone doing something right is to make a conscious choice to notice good things and take the time to commend the people doing them. Here are some guidelines for doing it well:
Praise progress. Don’t wait for someone to do something perfectly before you cheer them on. Acknowledge steps along the way.
Praise as soon as you can. Positive feedback works best when it’s timely. Don’t store up recognition for later. A good thought you keep to yourself helps no one. And the longer you wait to share it, the less impact it will have.
Be specific. An effective praising includes details. “Good job!” “Way to go!” “You’re the best!” are nice but shallow sentiments. Instead, make sure your praise identifies what worked:
- “I noticed how prepared you were for that meeting. It kept us focused.”
- “You handled that difficult conversation with real patience.”
Tell them how you feel. Praise really sinks in when you let the person know how you felt about what they did and how it helped others or the organization. This might sound something like:
- “I was relieved when you spoke up. The way you clarified expectations prevented confusion for the whole team.”
When you shine the spotlight on what people do well, you create connection and foster a positive workplace. You inspire people to fulfill their inherent potential.
How does it work? It’s neurobiology. Thoughtful, authentic praise activates the reward system in the brain by releasing dopamine. This feel-good chemical increases motivation and enhances focus and memory. As the workplace becomes less about surveillance and more about development, people open up. They offer ideas, take initiative, and recover faster from mistakes. Work becomes more fun.
The Hidden Benefit: Leaders Are Energized, Too
One of the greatest benefits of this practice often goes unnoticed: Catching people doing things right doesn’t just engage and motivate the team—it also engages and motivates the leader.
When leaders focus primarily on problems, they begin to experience their work as a constant stream of crises to manage and deficiencies to fix. It’s exhausting. Over time, even the most dedicated leader can become cynical and burned out.
The average leader spends between 40 and 50 percent of their waking hours working. If work is nothing but struggle, what kind of waking life is that?
What if, along with noticing problems, you also took time to focus on what is working well? When you filter reality to catch people doing things right, you start seeing effort, progress, and potential. By placing your attention on what is good, growing, and worthy, you don’t just motivate others. You also energize yourself.
I keep my failed manuscript review meeting in mind when I work with writers today. First, I look for what they've done right: a fresh idea, clear thinking, or simply the courage to share a work in progress. This raises the enthusiasm level for both of us. I also make sure the writer feels valued before I evaluate. When I offer constructive feedback, I am mindful of the all-important principle to “praise in public and criticize in private.” As a result, my work is a lot more fun and rewarding.
So remember:
Where positive attention goes, engagement grows—for your team and for you.