Does Positive Reinforcement Really Improve Vendor Performance?
Condominium corporations deal with a lot of vendors: cleaning companies, landscapers, snow removal contractors, elevator maintenance firms, plumbers, electricians, and more. Managing these relationships well is one of the less glamorous but genuinely important parts of property management.
The question of how to get better performance from vendors comes up regularly. One approach that's worth considering: positive reinforcement.
The Default Approach
The default approach to vendor management in many corporations is complaint-driven. When something goes wrong, management contacts the vendor. When things go right, nothing is said.
This approach has a logic to it — you're paying for a service, and the vendor should deliver it. But it has a practical problem: vendors who only hear from their clients when something is wrong have no feedback loop for what's working.
What Positive Reinforcement Looks Like
Positive reinforcement in vendor management doesn't mean excessive praise for ordinary work. It means:
- Acknowledging when a vendor responds quickly to an urgent request
- Noting when a job is done particularly well
- Expressing appreciation when a vendor goes beyond the scope of the contract
- Providing specific, constructive feedback rather than only complaints
This costs nothing and takes very little time. But it changes the dynamic of the relationship.
Does It Work?
The evidence from organizational psychology suggests that it does — not because vendors are children who need gold stars, but because feedback helps people understand what's valued and what's not.
A vendor who knows that their client notices and appreciates quality work is more likely to prioritize that client's jobs. A vendor who only hears complaints may start to see the relationship as adversarial.
The Limits
Positive reinforcement isn't a substitute for accountability. Vendors who consistently underperform need to be held to their contracts. Positive feedback for poor work is counterproductive.
The goal is a balanced feedback loop: acknowledge what's working, address what isn't, and maintain a relationship that makes both parties want to do their best work.
In a sector where good vendors are hard to find and relationships matter, that's worth cultivating.