Strategic Celebration
I recently sat down with a principal—a dedicated, high-achieving leader who, by his own admission, is his harshest critic. He holds his institution to an incredibly high standard. But in a moment of candor, he admitted something vital: "I know I’m too tough on our team. I have to learn to celebrate our wins."
He’s not alone in that trap. There is a biological reason why his realization is so profound: the Dopamine Reward System. Neuroscience shows that when we recognize a win, the brain releases dopamine, which reinforces the specific neural pathways associated with that behavior. By "catching them doing it right," you are literally hard-wiring your institution for success. We often treat success like a finish line, but science suggests it’s the fuel stop needed to continue the journey.
The Trap of "Just Doing Their Jobs"
Contrast that principal with another leader I know. She is currently trying to overhaul the culture of her organization. She is driven and visionary, yet she’s hitting a wall. When I suggested she recognize the team members who were leaning into the new culture — specifically those who were consistently greeting students at the door every morning — she hesitated.
"Why should I celebrate people for doing what they are supposed to be doing?" she asked.
It’s a common sentiment. But when you are trying to shift a culture, you cannot afford to ignore the baseline. If you only focus on what is broken, you inadvertently signal that the only way to get the leader's attention is through failure or crisis. You never give the brain the neurological reinforcement it needs to repeat the behaviors you actually want to see.
Celebration as a Compass
Strategic celebration serves two vital purposes: Buoyancy and Direction.
Keeping People Afloat: The work is hard out there right now. Positivity provides the emotional resilience to keep people from sinking under the weight of the work.
Providing a Guide: When you celebrate someone for their actions – perhaps as simple as standing at the door to welcome students – you are doing more than giving a pat on the back. You are reinforcing a standard. You are publicly shouting: “This behavior right here? This is what matters.”
By lifting up these examples, you provide a roadmap for everyone else. You move the desired behavior from an abstract policy to a lived reality.
Creating Space for Peer Learning
The most effective leaders don't just celebrate from the top down; they create space for the team to learn from one another. Instead of just saying "Great job, Sarah," ask Sarah to share why she leans into that behavior. What has she noticed since she started greeting every student by name? What benefits has she seen?
When the rest of the staff hears that Sarah’s first-period class is calmer, or that her relationships with students have transformed because of those thirty seconds at the door, the behavior shifts from required to inspired. You aren’t just celebrating a win; you’re scaling your strategy and culture in practice. You are allowing others to see the tangible benefits of leaning into the desired change.
The Bottom Line
If you are a leader who is naturally hard on yourself and your institution, remember: High standards require high levels of recognition. Without the occasional win, those standards don't feel like a mission; they just feel like a weight.
Optimism helps make the grind sustainable. If you don't intentionally cultivate it through strategic celebration, the culture will eventually become too brittle to handle the pressure of growth.
Instead of waiting for the monumental victory, look for the people doing exactly what’s needed. Lift them up, and use their success to guide the others. In the end, we don't just work for the results; we need to feel that our efforts are seen and valued along the way.
