Pillar 02
Acknowledge Behaviors.
You have the power to create your employees through language.
Most leaders only acknowledge results. Structural leaders acknowledge the "Way of Being" that creates the results—reinforcing culture by design, not accident.
When acknowledgement is missing...
Culture is Accidental
Your culture is defined by what you tolerate, not what you value.
Feedback feels Negative
Employees only hear from you when something is wrong, creating anxiety.
Risk Aversion
People stop taking initiative because "effort" isn't recognized, only perfect outcomes are.
Transactional Relationships
Work becomes just a paycheck. There is no emotional connection to the mission.
The Core Principle
“Culture is what you reinforce.”
You cannot buy culture with ping-pong tables or snacks. That is decoration.
You build culture by noticing and naming the specific behaviors you want to see repeated.
The C.A.R.E. Framework
Stop saying "Good job." Use this structure to make feedback sticky.
C = Clarity
What exactly did they do?
"You took the lead on the client call when things got tense..."
A = Acknowledgment
What internal effort or mindset did that require?
"...you stayed calm and grounded, even though the scope kept shifting."
R = Results
What ripple effect did it create?
"...that helped keep the client on board and the team focused."
E = Empowerment
How does this reflect your values?
"That’s the kind of presence that raises the bar for everyone here."
Acknowledge the Being, not just the Doing.
Most feedback focuses on the result (The Doing). "Great job landing that sale."
But results can be luck. Behavior is a choice.
When you acknowledge someone's effort, empathy, resilience, or integrity (The Being), you reinforce the character traits that lead to long-term success. You create an employee who feels seen, not just used.
The Acknowledgment Tank
Think of your relationship with an employee like a fuel tank.
Deposits
Acknowledging behavior, attitude, or effort.
Withdrawals
Correcting performance, critical feedback, or difficult requests.
If you try to correct someone when their tank is empty, the engine stalls. It feels like an attack.
You must build enough equity through acknowledgment to earn the right to give hard feedback.
Make deposits before withdrawals.
Where to start
Don't overcomplicate it. Start noticing.
Catch One Person
This week, find one person doing something right. Use the script to tell them. Watch what happens to their energy.
Tools for Culture
Common Questions
Does this mean I ignore bad performance?
No. You address performance issues with Clarity (Pillar 1). You use Acknowledgment (Pillar 2) to fuel the energy needed to improve.
What if I'm not naturally "warm and fuzzy"?
That's why you need a framework. The C.A.R.E. model gives you a structural way to give praise so it doesn't feel forced or fake. It makes kindness a discipline, not a mood.