In our work with major health systems over the past 20+ years, the “golden” 5-to-1 ratio has been one of the most enduring recommendations we make to leaders who want to better engage and support team members is to provide balanced feedback. This research-based strategy reveals the power of five positive comments for every one criticism in high-performing organizations. This practice and the underlying research were cited in a 2013 Harvard Business Review article by Jack Zenger and Joseph Folkman, “The Ideal Praise-to-Criticism Ratio.”
By design, this leadership principle focuses on quantity. But sometimes we see a limiting flaw in the way people think about the 5-to-1 ratio. Insightful leaders understand that the practice works best when they develop a mindset and bias toward recognition and appreciation, not just a checklist mentality. Paying attention to numbers works only to the extent that it forces us to recognize how seldom we may be providing positive feedback.
Our brains are naturally wired to pay more attention to the negative and minimize the positive, especially when we’re busy. That’s why it takes 5x as many compliments to balance just one criticism in the work environment. Specifically, we’ve watched and heard from frontline staff that more praise than criticism works for three major reasons.
More praise reinforces positive contributions
Whether the carrot or the stick is more effective in changing behavior is a centuries-old debate. There is no doubt that positive reinforcement encourages practices and behaviors that we know improve both staff and patient/customer experience. But we’ve seen praise do more than that. Staff who feel appreciated and recognized go above-and-beyond to provide truly exceptional, compassionate care. And that’s at the heart of an organization’s mission and each individual’s personal sense of purpose. That differentiates great provider organizations from good ones.
More praise makes criticism more palatable and powerful
One of the most important reasons to provide more positive recognition is to make negative feedback more effective. In organizations where leaders only point out problems, staff become discouraged and less likely to go above-and-beyond. Providing balanced feedback means constructive criticism is better received and embraced. The combined effect builds a sense of trust in employees that their leader is truly invested in their individual development.
More praise builds a culture of strength-development rather than weakness-obsession
Marcus Buckingham and Curt Coffman’s 1999 best-seller First Break All the Rules: What Great Managers Do Differently is the leadership bible for those of us who believe developing staff member’s strengths rather than trying to fix their weaknesses is more effective – and makes work a lot more enjoyable. A culture of praise and appreciation is one of the ways managers emphasize employees’ strengths every day.
Changing the way we think about “5-to-1” from numeric ratio to transformative mindset can be one of the most important ways leaders improve employee engagement and well-being. Both positive and constructive criticism play key roles in improving individual and team results – when they are delivered consistently and in the most genuine spirit.