This article gives another perspective on how the tone at the top is a key to achieving continuous small changes that move the needle in the desired direction. Studies indicate managers tend to significantly underestimate the impact and necessity of providing positive reinforcement, according to Jack Zenger’s and Joseph Folkman’s May 2, 2017 article “Why Do So Many Managers Avoid Giving Praise?,” in Harvard Business Review. Conversely, managers tend to overestimate the impact of giving negative or corrective feedback. Accordingly, managers are viewed as being more effective if they are quick to praise and slow to criticize rather than showing a preference to giving negative feedback. To state that stronger internal controls are associated with organizations with higher levels of employee engagement or a sense of being connected may seem obvious; however, management must take conscious efforts to avoid being “too busy” to give praise where praise is due. These points are also supported by a study that found high-performing teams receive nearly six times more positive feedback than less effective teams, according to Leah Fessler in “Good managers give constructive criticism – but truly masterful leaders offer constructive praise.” All things equal, communicating gratitude for employees’ contributions in attempting to move the needle will be more readily visible when viewing the organizational unit's projected results and historic actual results.