While I was on vacation in Japan, I saw a group of students walking across a garden pond on stepping stones. It reminded me of an important piece of recognition I received. I knew I had to have a picture.

In a previous issue of the Competitive Edge Report, I spoke of the extraordinary level of discouragement I hear in people. Employees report getting little credit, few thank you(s) or acknowledgements from their bosses. Today I want to share with you how a small positive action went a long way and lasted a very long time.

When I joined a leader in the fashion industry, we were in the process of starting a new division. Ten weeks after my start date we were scheduled to launch the retail division. I worked a zillion hours interviewing no less than ten people a day, while training new hires, and getting the facility opened. This was a big event in the industry and all eyes, corporate and the rest of the retail community, were on us. I was part of a great three person top management team. My charge was the people — managers, staff and, of course, customers.

The week after the successful opening our boss, the president of the division, called “the team of three” into his office. “I have never been more proud of any group of people. You did the impossible and made it look easy. We took in a lot of bucks, the place looks great and we have a terrific staff. Thank you.” We did not walk out of his office, we floated. The accolades made it possible for us to turn around the next week and start all over again with Store 2, and on to 3, then 4 and so on… across the country. No money, no flowers, no lunches, dinners, medals or certificates but genuine gratitude with specific examples that we could carry with us.

At the three month review, NOTE: I had worked with other organizations for years and never even gotten an annual review (“what do you need the evaluation for we gave you money and the promotion?”) and now I was having a sit-down with my boss who actually had taken the time to write his thoughts on paper. We went over each category. He had praise and specific suggestions.  In the final “comments” box he wrote, “when it comes to anything to do with people she walks on water, OK needs a few rocks.” I laughed when he said it. “No I mean it” he replied. He stated it, wrote it, and I never forgot it. What did it take? — time, effort, a little of each, but what was most important was that my supervisor knew how to lead and manage with support and recognition. Thanks Matt.

So how can we learn from Matt?

1. He recognized people immediately and was brief and positive with his comments.
2. Gave specific examples. I was never thrilled when someone would say to me “Good job”; too general and glib for my taste.
3. He praised publicly. The team got recognition as did each contributor in front of everyone.
4. Looked for an opportunity to write down praise in the form of an appraisal, a note or e-mail, a group meeting. He gave the person something to hold on to.
5. Made it memorable. (I can still see myself standing on water with some rocks).
6. Matt was the kind of leader who could share the pond and allowed you to sink for the experience but never let you drown.
7. If you think you don’t have time to praise and recognize or when people tell you it’s “dumb”, “juvenile” or “unnecessary” calculate how long, and how much, it would have cost Matt to pull together another “Team of Three.”