Why Positive Reinforcement is Still the Most Effective Management Tool
Back in the 1990s, while I was working at Ernst & Young as an auditor, I had the opportunity to attend a management training course offered through the firm. The program was designed to help CPAs fulfill their continuing education requirements, but more importantly, it aimed to help managers develop leadership skills that could motivate staff and drive productivity.
There were about 50 managers in the room from across the country. Early in the session, the instructor organized an experiment to demonstrate how people respond differently to feedback—and how management style can profoundly influence outcomes.
He asked for two volunteers and sent them outside the classroom. Once they were out, he told the rest of us that he would invite the first volunteer back in and wanted them to walk to the front of the room and pour water from a pitcher into an empty glass. The twist: no one was allowed to tell them what the task was. Our only role was to shout out negative reinforcement when they were off track and to say nothing when they were on the right path.
The first volunteer returned. With no idea what was expected, they wandered aimlessly. Every time they moved in the wrong direction, the room erupted with criticism and jeers. If they got close to the pitcher or glass, we stayed silent. After more than 15 minutes of confusion and discouragement, the volunteer finally gave up and sat down, visibly frustrated.
Then came the second volunteer. This time, the instructor told us to use positive reinforcement when they were on the right track and remain silent if they were getting cold.
The difference was astonishing.
The second person walked into the room and began moving around. As they made progress toward the pitcher, the room filled with supportive comments—“Yes, that’s it!” and “Keep going!” and “You’ve got it!” Encouraged by the response, they quickly found their way to the front, picked up the pitcher, and poured the water into the glass. Task completed in less than a few minutes.
Both individuals had the same level of intelligence, the same environment, and the same goal—but they were met with drastically different results based solely on the type of feedback they received. It was a simple exercise with a powerful lesson: people perform better with encouragement than with criticism.
This insight stuck with me, and over the years I’ve applied it consistently in both my professional and personal life. Whether managing a team, mentoring a colleague, or simply interacting with others, I’ve found that leading with positive reinforcement is the most effective way to bring out the best in people.
No matter how experienced or talented we are, we all respond to human cues. When we feel supported and seen, we tend to lean in. When we’re discouraged or attacked, we tend to retreat.
If you’re leading others—or even just trying to build stronger relationships—consider the power of encouragement. It’s a simple shift that can deliver extraordinary results.
