[MUSIC] One of the things that I think is really common for a lot of managers, and I really do attribute this to being pressed for time, having a lot of commitments, a lot of work to do. Is sometimes in our haste we can only focus on the problems. We can say, okay this isn't working well, what are you doing about it and this is an issue, what are you doing about it? And the reality of it is of course as people who are running businesses that is essential. We have to do that. We have to know what's not working and we have to figure out ways to remedy and resolve those things that aren't working. But when you have the opportunity to sit down one on one when someone who works for you. I think it's really important to always take a minute to acknowledge what they do and what you value about what they do. And I know there are probably some people on your team that is hard to do. That there are challenges in their performance and so, it can be tough to find [LAUGH] anything to acknowledge but I think it's essential and we saw that in the videos, right? That we took a minute to, hey, I know that you're really invested in what you're doing here. Hey, I always appreciate how hard you work. I always appreciate the skills that you have. You're really one of our top performers. You really help team. There's a few things that doing that does, okay. First of all, it's kind. While I appreciate we don't talk about kindness all that much, I think kindness is an essential element to managing people. The second thing is it demonstrates graciousness and gratefulness. People are working hard even people who are not performing, will tell you they're working hard. Whether you agree or not is not relevant in that moment. It's demonstrating graciousness and gratefulness for what people do everyday. The third thing is that it acknowledges them as human beings, it helps people know that you see them and that you value them and their contributions to the team. And the last thing I think it does it is invites trust into the relationship. And here's why, if people know that I know what they do well, and that I acknowledge what they do well, and I appreciate what they do well, then there will be a time as a manager that I have to make and ask of them, I have to ask them to do something that's above and beyond. It might be extra hours, it might be a big project. If I have invested in that relationship by acknowledging what I believe they bring to the team and its authentic, I'm not making it up. It is so much easier for me then turn around and ask them to give something back. If I'm doing it all the time, that gets tough, but if I do it intermittently then it feels genuine and it feels authentic. When I have that one on one time with my employee and I can invest in telling them what I think they do well. It lastly allows us to then really look at what isn't going well. So, the whole conversation isn't just about the problem the conversation is holistic. It involves what you're doing well. What we want to develop and then frankly what do you need from me, right? It's not just always about the employee. But we can give really, really powerful feedback on developing something if we're also acknowledging where we see strength and where we see people doing well. I know that there's the excuse of time and I know there's the excuse of burden and a lot of work and that's why a lot of managers say that don't have time to do that. I think it is practiced. I don't think that in many cases we're very good at giving positive feedback and that might be because we don't get a lot of positive feedback. We haven't seen it given to us, so we don't know how to do it. And then, I think there are some managers who actually sort of nurse some thinking around well I don't want to over inflate their ego. I don't really think they're a good performer, so why would I acknowledge anything they do. I think that kind of thinking leads you down a road that may not get you very good results between you and this employee. I don't think there is any reason to ever not say to someone thank you for something that they do. So, I'm just inviting you to entertain that as something to consider in your management practice. But I certainly think it's important to consider as you're thinking about your coaching strategies and how you open up those coaching conversations.