
Communicating with Employees
18
and then to structure work in sufficiently short increments so
that success is practically unavoidable. (This doesn’t mean
work simplification, which is often intended to reduce work
to mind-numbing routines.) And then praise, praise, praise.
You can’t fool people into thinking they’re doing a good
job when they’re not, but when they are and you recognize
them for their competence and diligence, they tend to get
better and to maintain their high levels of output. Then, the
high-energy producers who are certain of recognition for their
performance are more likely to assist or to nudge those whose
performance ...