It's good to share the extraordinary stories of ordinary employees

Q I recently heard speeches given by two chief executives –
one where I work and the other where I volunteer. Both talked about success and thanked employees for their efforts, but went on to single out some people for special praise, mentioning their hard work and extra hours.

In both cases, these were directors or senior managers and the reaction was silence.

What do you make of it? If this is a new way to encourage others, it seems so unfair.

A If you pick someone out for public praise, make sure that your choice has universal approval.

In football, nominations for "man of the match" must be enthusiastically applauded by the crowd. That same need for respect applies to a business. When the Timpson chain was much smaller,
we held a series of area dinners, covering the country over a three-year cycle.

At the end of each speech, I handed out some awards, the big one being Manager of the Year.

The area manager nominated the winners, and to give the event an Oscar-like atmosphere, I read out a shortlist of three before announcing the victor.

As soon as the winning name was mentioned, I knew whether the manager had picked the right colleague. Usually a spontaneous and warm wave of approval would fill the room, as everyone acknowledged that the prize had gone to the perfect person.

But there were times when the area manager had clearly got it wrong; the winner's name was greeted by a short, stunned silence, followed by polite applause and a more subdued atmosphere for the rest of the evening.

Your recent experiences were both lost opportunities; the CEOs in question could have made a major impact if they had singled out an unsung hero for a surprise award.

For example, consider if he or she had said: "One of our colleagues
here tonight is a shining example of how we should do business – customers love her because she goes way beyond what most expect, and we know this because several have written to tell us.

"But what most of those customers don't know is that the winner of this special award brings her amazingly positive attitude to work despite having to face big personal problems of her own, putting her life back on track since joining our business after leaving prison three years ago."

Extraordinary stories about ordinary colleagues can make a major impact.

I'm still proud of a speech that I gave 10 years ago. It was a tricky assignment: speech day at Uppingham School, where I was a trustee. Speech days are never easy for the people who have to give them.

I planned a break with tradition. Normally, all the prizes go to the pupils, while the people who who deserve the most praise,
the permanent staff, are largely ignored.

I decided to give a trophy to the staff as a whole and selected one person to accept the prize on their behalf. Casey O'Hanrahan was never a housemaster or department head, but he knew everyone in the school and they all knew him, because Casey cared about the school and saw every pupil as a personality. He was the Mr Chips of Uppingham.

Over coffee, just before the day began, the headmaster asked me not
to award my special prize; he thought that it was an inappropriate break from tradition and that Casey would be embarrassed.

When the moment came, I ignored his advice – and I remember announcing: "The person I would like to accept this award on behalf of the staff is Casey…"

Even before I had added his surname, the entire hall stood up in spontaneous respect.

Directors deserve praise as well, but don't follow the recent examples that you witnessed. Instead, praise them in private: send a personal handwritten letter to their home address, describing in detail the difference that they have made.

But never forget that the day-to-day success of your business
depends on the colleagues on the front line; they're the people who should be picked out for public praise.

Sir John Timpson is chairman of the high-street services provider, Timpson. 

Send him an email at askjohn@telegraph.co.uk