At many of my talks on creating a positive culture, I ask the group this question: “When you receive a text from your supervisor to call or see them, what is your first thought? Is it, Here comes more positive feedback. This positive feedback I am getting is really cutting into my productivity?” The group always chuckles.

It is common for an employee to feel anxiety when they hear their leader wants to see them. However, changing this does take intention on the part of the leader. Leaders are so busy, pulled in so many directions, and so consumed with putting out fires that it leaves little time for positive conversations. Often, leaders may assume that the people they lead understand they are appreciated. I have heard people in leadership say, “They should know that no news is good news.” It does not work that way.

This subject came up as I was preparing for a workshop. The request (which is a common one) was to teach people in leadership how to have difficult conversations with people they supervise and/or coworkers. As I was preparing, I included a section on the fact that performance conversations should be mostly positive and held more than once or twice a year. There is no limit on the amount of positivity a person can provide. Each day we can either add to or subtract from what Stephen Covey called the “emotional bank account” we build with those we lead. It makes those times we do need to provide feedback that is not positive a bit easier.

A few tips:

• Schedule regular one-on-ones with all your direct reports. Of course, I understand that frequency is dependent on the number of direct reports a leader has. I was with a leader who supervises 44 people. In cases like this, one-on-ones may need to happen once a quarter. For someone with 12 direct reports, they might happen monthly. The key is scheduling regular meetings, not to discuss what is wrong but to discuss what is right and to gain input.

• Be clear that you are committed to the person’s well-being. This includes skill building and career development. People are more likely to stay if they feel invested in.

• Show gratitude. Always say, “Thank you for working here.” You will most often hear a thank-you back.

Yes, there are times when difficult conversations need to happen. However, when following the above suggestions, they will be few and far between as positivity improves relationships, engagement, and performance. And the difficult conversations will be less difficult.

Positivity just feels better, to the leader and to the employee. It is a big part of creating a healthy workplace that attracts great talent and makes them want to stay.

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Quint Studer is the author of 16 books on leadership in the workplace and the community. His book Building a Vibrant Community is a valuable resource for civic leaders, business owners, and all citizens who have a stake in building a community they can be proud to call home.

In Sundays with Quint, he shares a selection of his popular leadership columns for leaders, employees, and business owners in all industries. He can be reached at Quint@QuintStuder.com.