Does saying "good job" encourage mediocrity?

As a manager, I often think about how I can best motivate my team. Have you seen Whiplash? I'm the opposite of J.K. Simmons' character, Terence Fletcher. I don't believe the most harmful two words in the English language are "good job." I try to listen to my team when they share ideas. I try to encourage them in their work. I care about them all as people. But that movie made me think... Do I have it wrong? Could I get more out of them if I pushed harder? Would they respect me more for that?

This was present on my mind when I came across a blog Rand Fishkin published a few years ago, The Uncomfortable Balance. He asked 2 questions:

1. Am I pushing the people on my team too hard?
2. Am I not pushing the people on my team hard enough?

Like Rand, I am often impressed by my team. They care about doing great work. They are honest and well-intentioned. But it's in my nature to always be thinking "How can we do this better?" I'm constantly seeing opportunities to improve our processes. As a manager with a large team that is always moving quickly from project to project, it's challenging for me to find the balance between ensuring the department work is completed and making time for them to think about and implement improvements to the processes.

So how should I be managing to help them become the best they can be? Should I tell them "good job" when they do something right, or should I point it out every time their work isn't perfect? I came to the conclusion that neither is the right answer because it's not the right question. 

The best employees are the ones who are motivated by positive recognition and constructive criticism. That's what matters, and building a team of "The Best" should be every manager's goal.

"The Best" are thinkers and team players. They feed off of praise and honesty. They don't need anyone to beat them up when they fall short--they naturally push themselves harder. The more you acknowledge their achievements, the more they are determined to achieve.

"The Rest" are comprised of many different personalities. Some are happy with maintaining the status quo. They come to work, do their jobs, and go home. Some are driven by pure ambition, placing less or no value on being a team player but working from a desire to achieve more. It's not that they aren't nice people, but it's extremely hard--if not impossible--to motivate them to work differently. 

I think this is where a lot of managers struggle (and even worse, consider what happens when a manager falls into "The Rest" category--yikes!). When faced with managing these kinds of people, one can easily become frustrated and begin to act more like Terence Fletcher (maybe not to that extreme). But it's almost instinctual to think pressure will light a fire under the employee and change things.

I disagree. A person either has it or doesn't. If you aren't sure, there are tools you can use to help you get a better perspective. I have relied on Peak Learning's Real Deal cards to help employees communicate to me what they most value in a job (good leadership, control, money, etc.). I also rely on a simple behavioral assessment called WorkTraits, which helps me better understand how each person thinks and communicates, and what motivates them (sort of like Myers-Briggs). 

These tools don't have all the answers (and neither do I), but they may help you distinguish "The Best" from "The Rest." If you recognize that you have an employee who fits in the latter category, maybe it's time to push harder to manage them up or out.

• Make sure you're setting measurable goals and communicating with them effectively.
• Talk to them about what you're looking for in their work, and the level at which you expect them to perform (Do they need to think more strategically? Increase their production? Develop their skills?).
• Ask them if they are happy, and make sure you understand their expectations of the job. They may not think they are under performing, so clearly communicate this.
• Ask them if they are really happy in their role, or if they've considered whether or not they can meet your expectations. Give them time to think, then check back in.

This conversation usually helps them identify if they are a good fit or not, and they may decide to pursue another opportunity.

In order to be a great manager, you have to ask yourself routinely if you're doing everything you can to get the most out of your team--not just for the company, but for your team in a way that allows them to grow. You also have a responsibility to make sure you have the right people on your team--"The Best"--for yourself, your company, and most importantly, for the people on your team.