My leadership model is built on a core idea: be demanding and supportive
Praising good work isn't only a boost for morale; it clarifies what excellence looks like and shows team members they are seen and valued as individuals.
Angela Duckworth’s quote about being "really, really demanding, and very, very supportive" perfectly captures the balance I aim for. Setting a high standard for performance is the easy part. The real skill, and the challenge, lies in creating a deeply supportive environment where people can meet that standard. For me, the most effective tool for this is intentional, consistent recognition.
I’ve chosen to make this a core operational practice for my teams. A recent post from "Culture for Breakfast" reinforces this, framing recognition as a "play" from a culture playbook, not just a soft skill. The article highlights how companies like Barry-Wehmiller and the startup Ethic incorporate simple, powerful recognition rituals into their weekly routines.
This is leadership in action. It's about creating a positive cycle of energy. Praising good work isn't only a boost for morale; it clarifies what excellence looks like and shows team members they are seen and valued as individuals. It’s a deliberate choice to focus on what’s going right and build on it.
By identifying and praising the good, we foster a culture where people feel safe to take risks and are motivated to give their best. That’s the kind of team I want to build and be part of.
Matt Sonefeldt
