Most organisations and leaders are exceptionally good at identifying mistakes. Customer complaints are investigated. Missed deadlines are discussed, errors are reviewed and performance conversations naturally gravitate towards what needs to improve after something has gone wrong.

Far less time is spent identifying what people consistently do well. The result is that people become clear about the behaviours they should stop or improve, but far less certain about the behaviours they should continue. They know what they need to fix, but rarely what they're exceptional at.

Recognition isn't simply about making people feel valued. Telling people what they do well is one of the most powerful forms of feedback a leader can provide as it reinforces the behaviours that create value and are worth repeating.

High performing organisations don't just correct mistakes, they reinforce strengths too.