I recently finished Adam Savage’s maker’s memoir, Every Tool’s a Hammer. I always enjoyed watching MythBusters back in the day, though I wouldn’t say I was a diehard fan – I caught episodes as they aired, but didn’t follow the show. As an adult, I wish I had followed more closely, because I’m finding that I’m drifting towards the maker ethos, and it would have been good to have been mentored in real-time to the show’s airing. I guess that’s why we have reruns and syndication.
Anyway, the book has many great insights, one of which is concerned with giving praise and making sure the recipient of the praise is acknowledged.
Adam reflects that all of his growth came from feedback from his mentors. In the role of a boss, he questions why would he shy away from feedback if he wasn’t happy with something (e.g. someone’s performance or the product of their build). This moment of empathy is a valuable insight to me, because as a leader I often hedge my feedback, wanting to avoid hurt feelings or awkward interactions. But there is a difference between providing feedback for growth, and being cruel. I’ve had many great bosses that helped me grow through their feedback, even if that feedback made me feel less than great. But their feedback was never cruel or meant to belittle me – it held me accountable and showed me what to do for next time.
He also mentions praise – people want to be acknowledged and recognized by the ones signing the cheque. Even if it sounds corny, he says, it goes a long way towards building up your team both in terms of morale and skills.