Why should leaders avoid saying 'That is great, but...'?

This phrase tempers encouragement and effectively negates the positive feedback just given. It's often used as a way for a leader to 'win' a conversation rather than building up their team members.

What is a 'negatron' in the context of leadership?

A 'negatron' is a leader who defaults to negativity. They often respond to new ideas with dismissive phrases like, 'Let me explain why that won’t work,' immediately shutting down suggestions without adding real value.

What motivates leaders to use negative phrases like 'great, but...'?

These phrases are often used unconsciously to establish one's expertise or authority as superior to someone else's. It is a way of inserting oneself into a situation as a chief critic rather than offering genuine help or encouragement.

How can a leader stop using these negative communication habits?

Leaders can change by consciously monitoring their responses when team members offer ideas. By paying close attention, they can catch themselves before adding a negative qualifier and practice stopping after giving simple, direct praise.

Leadership Habits: Stop Saying 'Great, But...'

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The Leadership Shift: From Personal Wins to Empowering Others

As you ascend in an organization, your focus must shift. Success is no longer defined by your personal victories but by your ability to make other people winners. This transition can be challenging for achievement-oriented individuals, but it is the essence of effective leadership. The more successful you become, the more your victory is tied to helping others succeed.

The Hidden Trap: "That Is Great, BUT…"

For leaders, this means carefully considering how you offer encouragement and "help" others improve. A common pitfall is the phrase, “That is great, but…” While it may seem like constructive feedback, the "but" often negates the initial praise.

Before you add that qualifier, pause and ask if the subsequent critique is necessary at that moment. In most cases, it is not. If your goal is to genuinely encourage and motivate, try stopping at “great!”

An Unconscious, Pervasive Habit

This tendency is deeply ingrained and can surface even when we are actively trying to avoid it. Consider this story from a class at a telecom headquarters. A participant, confident he never used the phrase, wagered $100 for each time he did. During a casual lunch conversation, I mentioned his hometown of Singapore was a great city. He immediately replied, "Yea, it’s great, but…" and instantly realized his mistake, reaching for his wallet. This illustrates how easily this habit can creep into our conversations, even when the stakes are high.

The More Harmful Sibling: The "Negatron"

Beyond the subtle damage of "great, but...," there exists a more severe and overtly harmful version of this behavior. These individuals, or "negatrons," are seemingly incapable of a positive response. Negativity is their default.

Their telltale phrase is, “Let me explain why that won’t work.” Unlike the veiled critique of "great, but...", this statement is pure, unsolicited negativity presented under the guise of being helpful. It adds no value and serves only to shut down ideas. This phrase is used to establish that the speaker's expertise or authority is superior, regardless of whether their critique is correct or useful. It is a tool for inserting oneself as the chief arbiter in a situation.

How to Change Your Communication Pattern

If you believe you might be using either of these phrases, the first step is self-awareness. Monitor your immediate reactions when someone presents an idea or suggestion.

Paying attention to your responsive language is the best indicator of how you are perceived. If you frequently find yourself saying, “That is great, BUT…” you know it is time to practice a new habit: take a breath, pay attention, and stop yourself at “great!” '''

Best Practice Institute

Best Practice Institute is the research organization behind Most Loved Workplace® certification, the SPARK Model, the Love of Workplace Index™ (LOWI™), and The Workplace Report.

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The Workplace Report is BPI's original workplace culture research and editorial briefing series for CEOs, CHROs, people leaders, talent leaders, and employer-brand teams. It turns BPI's 25 years of research, Most Loved Workplace® certification data, SPARK findings, and current workforce signals into practical analysis leaders can use.

The report format includes executive summaries, research-backed articles, company examples, methodology notes, and practical implications for retention, hiring, culture, leadership, and employee experience. New research and analysis is published on an ongoing editorial cadence at /workplace-report.

Teaching Leaders What to Stop: "That Is Great, BUT…"