Last month, our family welcomed Trixie, the most perfect and awesome goldendoodle, into our home. Between my wife (who is very much her own person), our two boys, and me, we’ve spent approximately equal time training Trixie to be the best version of her dog self as we have cuddling her (note: puppies spend, like, 18 hours a day sleeping, so there’s been that, too). As Michelle and I consume Baxter and Bella learning content and obsess over hyper-specific YouTube videos on how to trim goldendoodle nails, I’m noticing striking similarities between what I do for a living – co-creating learning strategies that drive performance and foster belonging in communities – and training a puppy.
Three learning lessons from puppy training
Here are three learning lessons from puppy training.
Assume positive intent
One of my core beliefs about work is that 98% of people show up every day and try their best. When projects go sideways or deliverables miss the mark, it’s rarely because of sabotage or personal vendettas. What’s more likely is that people didn’t get the right information, misunderstood what’s been asked of them, or haven’t yet learned the skills required to complete the task effectively (or at all).
Trixie is a puppy. Puppies explore the world with their mouths, which means they will bite and chew stuff as part of their learning journey. In a new home, puppies will also pee where it makes sense to them and, from time to time, take a dump right near the kitchen table because biology is undefeated. Whether she steals my son’s slipper or pees on her blanket, Trixie isn’t doing this because she’s a bad dog. She’s doing it because she’s a puppy and doesn’t know any better.
Yet.
(Incredible dog-growth-mindset-point).
Assuming positive intent maps directly to workplace learning. Gallup research consistently shows that strengths-based coaching dramatically outperforms deficit-focused criticism. If biases or skepticism start clouding your rose coloured glasses, take a sense-making approach to help quantify or test your assumptions. As leaders (or “peaceful alphas”), assuming positive intent can create psychological safety, which is the foundation for learning and innovation. When we assume that criticism or weird (or bad) behaviour is well-intentioned or unintended, folks will be more likely to try and learn new skills.
If Trixie is scared of us it limits her learning.
When Trixie chews my shoe, I don’t yell “bad dog!” I redirect her to an appropriate chew toy and reward her when she makes the right choice. These same principles apply when someone misses a deadline or delivers subpar work – assume they’re trying, figure out what they need, and set them up for success the next time.
Be clear
Puppies take time to process information and, funnily enough, focus way more on vibes, feelings, and nonverbal cues than on verbal commands. Consequently, Trixie mixes up shaking a paw with lying down all the time. She also doesn’t totally understand what “off” means (yet!), which is complicated because she’s almost big enough to steal food off the counter and sees my youngest son as her peer, so she plays with him like a fellow puppy.
The Baxter and Bella training philosophy emphasizes being very clear and very consistent with commands. When training Trixie to stay, you say “stay” once, then wait as long as 10 seconds before repeating it. A common mistake (I make it a lot) is repeating instructions over and over, often with subtle variations – “stay… stay there… I said stay… no, stay put… stay harder!” which confuses dogs completely.
Sound familiar? In the workplace, we do this constantly. We repeat instructions with slightly different wording, trying to make them resonate with different audiences. Oftentimes this personalization or translation creates confusion. In our chaotic, uncertain times, being clear is more important than ever. Cognitive overload is a primary driver of disengagement and burnout. Organizations that keep communication simple and clear help employees balance their cognitive load in a world where everything is screaming for attention.
As the great Brené Brown says: clear is kind. Unclear is unkind.
Catch people doing the right thing
The science is unequivocal: learning is applied better and faster when teachers and leaders catch people doing the right thing, not when they focus on criticizing what didn’t work. Marcus Buckingham and Ashley Goodall argue that the most effective learning happens when we catch people doing things right, not when we criticize what’s wrong because “focusing people on their shortcomings doesn’t enable learning; it impairs it”.
With Trixie, who is super-food-motivated, this is straightforward. Successful sitting, staying, shaking paws, getting into her bed without incident are all rewarded with tasty treats. She also loves tummy rubs, so we also reward her with enthusiastic positive attention. The result? She’s learning at an incredible pace.
Platforms like Bucketlist demonstrate how recognizing achievements in the moment – whether supervisor-to-employee or peer-to-peer recognition – activates performance through application of skills and demonstration of shared values. Recognition programs that are timely, specific, and authentic create communities where people want to contribute and grow.
Steve Nash, Canada’s Basketball Jesus and my personal hero, was known for constantly recognizing and motivating his teammates with high-fives and butt slaps. (Important note: Do not butt slap anyone at work, ever. Also, maybe check if your co-workers even value high-fives). The point is that simple, immediate recognition works. Whether it’s treats for puppies or acknowledgment for humans, catching people doing things right accelerates learning exponentially.
The lesson from Trixie? Assume people (and puppies) are trying their best, be crystal clear about what you want, and celebrate the hell out of success. Your learning experiences – and your goldendoodle – will thank you.
