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The Lincoln Principle


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The Lincoln Principle

 

Abraham Lincoln was one of our greatest presidents. He was a man of integrity, morals, conviction and ethics. He was also known to have a temper. During the Civil War he would demonstrate great anger and disappointment for people in his administration and with many military leaders. He would sit down at night regularly and compose letters condemning people for what they did. These letters were not pleasant to read. After a letter was complete, he would take it and put it in his desk draw to be mailed the next morning.

 

At the end of the War, his draw was filed with these letters, not one of them ever mailed.

 

I have learned that all too often the only times we address someone is when things go wrong. While we cannot ignore mistakes, we need a balance. In fact, it’s far better to catch people doing things right, and give praise. Also, in the heat of the moment when things go wrong, our judgment is clouded and we tend to lash out and say and do things we often regret afterwards. The person on receiving end more often will shut down too, and nothing will get accomplished.

 

When things go wrong, pause, assess the situation. Hold your anger. Put it away, as Lincoln did. After you calm down, you will be in a much better frame of mind to deal with the issue.

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  • Have you checked out Joe's Latest Blog?

         1 comment
      Have I got your attention? Great.
      Let me start by saying that I believe in giving praise when deserved and letting employees know when they dropped the ball. However, the truth is that no one enjoys being reprimanded or told they messed up.  
      The question is, what is the appropriate balance between the right amount of praise and the right amount of critical feedback? According to studies done by Harvard Business School, the ratio of praise to critical feedback should be about 6:1 – Six praises for every critical feedback. I am not sure if I agree with that.
      From personal experience, I would recommend a lot more praise. The exact ratio doesn’t matter. What’s important is that before you consider giving critical feedback, ensure you have given that employee a lot of recent praise. If not, whatever you are trying to get through to an employee, will fall on deaf ears.
      When you do have to give critical feedback, remember a few things:
      Focus on the issue or behavior; never attack the person, and remain calm in your actions and words Ask the employee for feedback, their side of the story Speak to the employee in private Address the issue soon after it happens; never wait Don’t rely on second-hand information; it’s always better if you have experienced the situation yourself that you want to correct Have an open discussion and find things that both of you can agree upon Have an action plan moving forward that the employee can take ownership of Use the experience as a learning tool Make sure you bring up positive attributes about them Remember, you don’t want the employee to be angry or upset with you; you want them to reflect on the situation and what can be improved. One last thing. Everyone makes mistakes. We need to be mindful of this.
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