I’ve always been naturally pessimistic. My instinct is to spot what needs fixing, what could be better. Maybe it’s because I spent years as a software tester—trained to find flaws before they cause bigger problems. Maybe it’s life experiences that shaped me. Or maybe, I was just wired this way.

The classic nature vs. nurture debate.

Whatever the case, as a leader, I have to be mindful of this tendency. While constructive feedback is crucial, so is recognizing and appreciating the good. People need to know when they’re doing something right, not just when they need to improve.

Funny enough, when I apologized to a team member for not giving enough praise and said I’d try to do it more, he told me not to overdo it.

Because even compliments, when given too often, can lose their meaning.

Feedback—both positive and constructive—works best when it’s genuine and well-timed. It’s about finding the right blend to keep it impactful.