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We all know that praise is essential, right? As leaders, we’re told to praise often—both privately and publicly. But here's the problem: if you're saying “Good job,” you might not be helping your team at all. If it’s something you could say to your dog, you probably shouldn’t say it to your employees. Curious why? Let’s dive in.

Why “Good Job” Falls Flat

Picture this: You have a fantastic team member named Sam who just finished a presentation. You say, “Good job!” and Sam says, “Thanks.” End of conversation. But here’s the question: what is Sam supposed to take away from that?

“Good job” is vague. It doesn’t tell Sam what was good. And that’s the real problem—your praise should highlight the specific actions or qualities that made something successful. In contrast, imagine you said, “Hey Sam, I loved the way you used illustrations in your presentation. It made your point so relatable and impactful.” Now, Sam knows exactly what he did well and can replicate that in the future.

Why Specific Praise Matters

We give praise because we want to reinforce the good. But for praise to be effective, it needs to be specific. When you simply say, “Good job,” you’re not teaching your team what good looks like. If anything is working well in your organization, it's not by accident—someone is making it happen. And that’s where specific praise comes in.

A great habit to develop is to reflect on the past week and ask yourself: What went well? Even if the week didn’t go perfectly, something did go right. Who was responsible for that success? Identify that person and be specific in your praise.

Weekly Staff Meetings: Your Praise Practice Ground

An easy way to build the habit of specific praise is to incorporate it into your weekly staff meetings. Spend the first 10 minutes highlighting what went well that week and give clear, specific praise to those responsible. This is not only a great motivator but also paints a picture of what success looks like to the whole team.

If you’re not sure where to start, I have a free guide called the Ultimate Meeting Kickoff that you can download to help you structure this part of your meetings.

The Dangers of Vague or False Praise

Here’s where it gets even trickier. What if you say “Good job” to Sam, but in reality, he knows his presentation was a flop? Your well-intended praise could feel insincere or even manipulative. It doesn’t help Sam improve, and it may cause him to question your honesty or knowledge.

This type of vague praise can erode trust. Leaders often choose the easy path of saying “Good job” because they want to avoid the discomfort of giving honest, challenging feedback. But leadership isn’t about choosing comfort; it’s about helping your team grow, even if that means having tough conversations.

Praise That’s Manipulative Insincerity

When we offer vague or untrue praise, we’re engaging in what Kim Scott, author of Radical Candor, calls “manipulative insincerity.” You’re using praise to dodge a difficult conversation. But this isn’t leadership. In fact, it does more harm than good, eroding both trust and productivity.

I can recall a time when I had an employee who kept missing the mark on a big project. Instead of addressing the real issue, I offered praise for her effort, even though the results weren’t up to par. I kept her on the team longer than I should have because I didn’t want to hurt her feelings. But this wasn’t good for her, the team, or our overall goals. By avoiding the truth, I was allowing mediocrity to creep in.

Why Honest Praise Fosters Excellence

If you want a culture of excellence, vague praise won’t cut it. Specific, clear, and honest praise helps your team know what good looks like and how they can keep improving. Vague praise, on the other hand, creates a culture of mediocrity, which no leader should aspire to.

Here are my three key takeaways about effective praise:

1. Praise should be clear, specific, and correct – Make sure you have the facts right before giving praise. Nothing is more damaging than praising the wrong person or action.

2. Specific praise paints a picture of excellence – Highlight exactly what was good so your team knows what to replicate.

3. Avoid praise for praise's sake – Don’t offer praise unless it’s true and helpful. If it’s vague or could be said to a dog, leave it unsaid.

What About When Things Don’t Go Well?

I know what you’re thinking: “What if Sam didn’t do a good job? How do I offer encouragement without being insincere?” Next week, we’ll dive into how to provide encouragement alongside feedback in a way that’s both honest and helpful.

For now, I challenge you to reflect on your praise habits. Are you giving specific praise, or are you relying on empty phrases like “Good job”? Remember, praise is a powerful tool for growth when used correctly.

As Kim Scott says in Radical Candor, “Caring personally and challenging directly” is the key to excellent leadership. And that’s exactly what your team deserves.