Why Is “Catching People Doing the Right Thing” the Most Underrated Leadership Skill?
Kindness in an Age Obsessed With Cleverness
“It’s more important to be kind than clever.” This simple sentence carries more wisdom than many complex leadership frameworks. In a world increasingly shaped by automation, artificial intelligence, and relentless performance metrics, what truly stands out are moments of human kindness. Technology can optimise processes, but it cannot replace compassion. Algorithms can predict behaviour, but they cannot inspire loyalty, trust, or meaning.
As workplaces and societies accelerate toward efficiency, something subtle yet dangerous happens. We begin to value output over effort, results over intent, and correction over appreciation. Gradually, kindness starts to feel rare, even extraordinary. The tragedy is not that people have stopped doing the right things, but that we have stopped noticing them.
The Power Behind “Catch Someone Doing the Right Thing”
The idea of “catching people doing something right” comes from the timeless management classic The One Minute Manager by Ken Blanchard. At its core, it is a radical shift in mindset. Instead of scanning for errors, leaders deliberately look for effort, progress, and positive behaviour. The emphasis moves from fault-finding to strength-building.
Most leaders are not unkind by intention. They simply respond faster to what goes wrong than to what goes right. A mistake demands immediate attention, while correct behaviour is quietly taken for granted. Over time, this creates an imbalance where employees associate leadership interaction primarily with criticism rather than encouragement.
Yet psychology tells us something powerful: people repeat behaviours that are recognised. When effort is acknowledged, motivation deepens. When contribution is noticed, confidence grows. When goodness is affirmed, it multiplies.
Why We Are Wired to Notice What’s Wrong
Human beings are naturally alert to problems. From an evolutionary standpoint, this made sense. Threat detection ensured survival. In modern life, however, this bias manifests as constant correction, evaluation, and judgement. We notice what is missing faster than what is present. We critique flaws quicker than we applaud effort.
This bias seeps into leadership, parenting, and relationships. We point out late submissions, missed targets, untidy rooms, and imperfect outcomes, often forgetting to recognise consistency, sincerity, and improvement. Slowly, people stop striving to excel and start striving merely to avoid criticism.
Remember When Someone Caught You Doing Right
Think back to a moment when someone genuinely noticed your effort and acknowledged it. Not with vague praise, but with specific appreciation. How did it make you feel? Most people recall such moments vividly because recognition validates identity. It tells us that our actions matter and that we are seen.
That feeling is not fleeting. It fuels engagement, loyalty, and pride. When leaders understand this, they realise that appreciation is not a soft skill. It is a strategic tool for building high-performing, resilient teams.
Leadership Is About Bringing Out the Best
Great organisations are not built by fixing weaknesses alone. They are built by amplifying strengths. Leaders who wander around with the intent to catch people doing things right create cultures where excellence becomes habitual rather than forced.
Unfortunately, many leaders believe their role is primarily corrective. They spend disproportionate energy reviewing failures, tightening controls, and pointing out gaps. While correction has its place, overuse erodes morale. People perform best when they feel trusted, valued, and encouraged.
The Simple Discipline of Effective Praise
Positive reinforcement works best when it follows three simple rules: give praise immediately, make it specific, and encourage continuation. Delayed praise loses impact. Generic praise feels hollow. Clear, timely appreciation strengthens behaviour.
Instead of saying “good job,” say “I noticed the way you handled that client conversation calmly and professionally.” This tells the person exactly what to repeat. Over time, these micro-moments of encouragement compound into a culture of ownership and pride.
Beyond the Workplace: Kindness at Home
This principle is not limited to offices and organisations. It transforms relationships at home as well. Spouses, children, and family members flourish when their positive efforts are noticed. Appreciation builds emotional safety, which in turn strengthens bonds.
When families focus less on correcting mistakes and more on recognising effort, trust deepens. The same psychology that drives employee engagement also nurtures love and respect at home.
Why Encouragement Changes the World
When we shower praise upon others, we energise them. Encouragement is contagious. It spreads optimism, builds confidence, and creates environments where people want to give their best. In contrast, constant criticism drains energy and narrows potential.
The world does not suffer from a shortage of critics. It suffers from a shortage of encouragers. Being an encourager is not naive. It is courageous. It requires attention, empathy, and intention.
Investor Takeaway
Derivative Pro & Nifty Expert Gulshan Khera, CFP®, believes that the philosophy of catching people doing the right thing applies equally to leadership, relationships, and investing. Long-term success is built by recognising what works, reinforcing good behaviour, and allowing positive habits to compound over time. Whether managing teams or portfolios, focusing on strengths rather than obsessing over flaws creates sustainable outcomes. Read more reflective insights at Indian-Share-Tips.com, which is a SEBI Registered Advisory Services.
SEBI Disclaimer: The information provided in this post is for informational purposes only and should not be construed as investment advice. Readers must perform their own due diligence and consult a registered investment advisor before making any investment decisions. The views expressed are general in nature and may not suit individual investment objectives or financial situations.
