Beyond Leadership is a podcast that connects the business world with academia and provides a platform for entrepreneurs, leaders, managers, students, and everyone willing to learn and share their best practices and life stories about leadership. Going Beyond.Founder and owner: Mark Kalin
Whether you are a manager or an individual contributor, giving and receiving compliments plays a critical role in building and maintaining relationships at work. When done well, a compliment is one of the most powerful ways to let someone know that we value and appreciate them. Yet, these seemingly positive interactions can be surprisingly tricky to navigate for both giver and receiver alike.
Here’s how to give a powerful compliment the next time you want to recognize someone for their work:
· Be authentic. Ask yourself, "Why am I recognizing this person?" Don’t compliment someone because you feel you should; compliment them because you feel compelled to let them know how they impact you or others.
· Be specific. Ask yourself, "What exactly did I experience or observe?" Give details and examples to give the recipient the context behind your admiration.
· Focus on process, not just results. In other words, comment on how this colleague did what they did — not just what they produced.
· Share the impact. Tell your colleague what their actions meant to you and the rest of the team.
The Compliment Checklist
The next time you feel compelled to give a compliment, before you share, pause for a minute and answer the following questions.
· Authentic:Why am I recognizing this person?
· Specific:What did I experience or observe?
· Process:What did it take for them to do what they did?
· Impact:How did what they do impact me or the team?
Over time, answering these questions will become second nature as you begin to master the art of giving and receiving powerful compliments. You can begin to practice immediately.
How many compliments do you give and how many do you get?
Littlefield, C. (2019, October). How to Give and Receive Compliments at Work. Harvard Business Review.
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