After the webinar, I was speaking with my friend and colleague Kevin Eikenberry. We discussed the webinar, and, as we spoke, I remembered an event from a training class I lead on this topic one time. During the training class, I made the point that only positive reinforcements encourage people to give high-level, maximum effort.

A class participant challenged me on this point, and our conversation went something like this:

Participant: “Are you saying that I have to keep giving people positive reinforcement for their workplace behaviors?”

Me: “Yes, that’s exactly my point.”

Participant: “Why don’t they just do what they’re supposed to do. I told them they were doing a good job once. I shouldn’t have to keep telling them.”

Me: “Well, you’re probably right about that. Is it ok if I ask you a question?”

Participant: “Sure.”

Me: “Do you have to keep paying people for them to keep coming back to work?”

Participant: “Of course I do.”

Me: “Well, you paid them once. Why do you have to keep paying them?”

Participant: “You’re kidding, right? I have to keep paying them because the money eventually runs out. If I stop paying them, they’ll go somewhere else.”

Me: “It’s exactly the same thing with reinforcements and high-level performance. If you stop giving encouragement, praise, and other positive input to people; eventually the positive runs out.”