Thomas Edison’s teacher said he was a bad student. His mother was angry at that characterization, took him out of school and taught him at home.

Edison gave this account of the incident in an interview published on Nov. 29, 1907: “One day I overheard the teacher tell the inspector that I was ‘addled’ and it would not be worthwhile keeping me in school any longer. I was so hurt by this last straw that I burst out crying and went home and told my mother about it. Then I found out what a good thing a good mother is.

“She came out as my strong defender. ... She brought me back to school and angrily told the teacher that he didn’t know what he was talking about, that I had more brains than he himself, and a lot more talk like that.

“In fact, she was the most enthusiastic champion a boy ever had, and I determined right then that I would be worthy of her and show her that her confidence was not misplaced.”

A positive word of encouragement can help change anyone’s destiny.

In many ways, Mrs. Edison was a genius herself, at least at motivating and encouraging her son. Did she know that he would become one of the most prolific inventors and thinkers in history? Perhaps not, but she wasn’t going to risk limiting his potential the way his unfeeling teacher was willing to.

In the same vein, good managers have a responsibility to offer encouragement to workers to help them achieve at their maximum level. Otherwise, why would they bother to hire and pay people to do just enough to get by?

Encouragement and motivation go hand in hand, but they are not the same. Motivation is more general -- cheerleading, if you will, getting people excited and primed to take on or continue a project.

Encouragement means pointing out a person's potential and challenging him or her to succeed at a specific goal or project. Encouragement means empowerment, according to Samir Nurmohamed, an assistant professor at the Wharton School at the University of Pennsylvania.

“On the one hand, we know from research that people are much better at work when they feel empowered,” he told Entrepreneur magazine, “which consists of having meaning on the job, a sense of autonomy, a sense of confidence and also an impact on what you do and the people you’re trying to help.

“Yet you don’t want to feel so autonomous that you have no direction," he continued. It’s one thing to feel autonomous in terms of your motivation, but it’s another to be autonomous and go in the wrong direction.”

Top managers understand these basic truths about employee encouragement and motivation:

“I want to feel important.” No one wants to feel like a number, interchangeable or easy to forget. Get to know your employees as people. Find out what makes each one unique. And show them you’re paying attention to their individuality.

“I need encouragement.” Even the best employees continue to flourish with positive feedback. Let them know what they’re doing right and how they can keep performing at a high level. They will be grateful that you have noticed their work and will keep up with their efforts.

“I want to believe in you.” Employees want to know they can trust you -- your knowledge, your expertise and your word. Show that you are committed to helping them succeed and grow by listening, answering questions honestly and keeping your promises.

“I want to succeed.” Most employees want to do a good job, even if they don’t want to advance to upper management. Explain your expectations clearly, and give them the training and support they need so they know you’re invested in helping them succeed.

“I want to be motivated.” Employees want to be clear about the job’s value to the organization, the benefits the employee will enjoy. Encouragement enhances enthusiasm and commitment.

Hall of Fame ballplayer Reggie Jackson put it in baseball terms, but I think it applies across the board: “A great manager has a knack for making ballplayers think they are better than they think they are. He forces you to have a good opinion of yourself. He lets you know he believes in you. He makes you get more out of yourself. And once you learn how great you really are, you never settle for playing less than your very best.”

Mackay’s Moral: Encouragement gives you the courage to try.

How many of you remember your mom or dad washing your mouth out with soap when you said a bad word or got caught lying? I don’t know if it’s still a common practice, but many people of my generation remember the awful taste this left in their mouths and dutifully passed this teaching opportunity to their children.

My dad always told me, “Think before you speak.” Easier said than done. However, over the years you learn NOT to use certain words that you know will invite a negative reaction or worse.

Words matter. They can lift up or they can knock down. They can unite or divide. They can paint a masterpiece idea or rust an ironclad agreement. Use your words wisely.

You can be bright and cheerful on the inside, but your words and behavior can sabotage your best efforts. I have compiled a list of phrases that you should banish from your workplace vocabulary.

-- “It’s impossible.” Any variation of “I can’t do that” will generally mark you as someone who doesn’t want to work hard or take on a new challenge. Unless you’re being asked to violate the laws of physics (or your state), make an honest effort to do what’s asked of you.

-- “That’s not my job.” Teamwork is essential to any organization’s success. Don’t hide behind your job description to get out of assignments you don’t like. Too many people take their job descriptions so literally, often ignoring the “and other duties as necessary.” If you’re too busy, or the task is outside your field of expertise, say so. If not, do your best to accommodate requests and follow instructions whether or not they’re officially part of your job.

-- “I’ll try.” Too often this can be seen as an alibi. You’ll make some effort, but you’re not really committed to success. Replace “try” with “will” to motivate yourself -- and to inspire other people’s confidence in you. Learn from the wisdom of Yoda, the "Star Wars" Jedi master: “Do or do not. There is no try.” They don’t pay off on effort; they pay off on results.

-- “It’s not fair.” You don’t want to get a reputation as a whiner. Complaining about every injustice or slight at work will alienate the people you want to get along with. Focus on doing your job to the best of your ability, whatever happens.

-- “Who comes up with this stuff?” Yes, we’ve all thought it. And there are times when it is a completely legitimate question. But I will guarantee you, the minute that sentiment is uttered aloud, the boss who proposed the idea will appear around a corner and wonder who is unwilling to give it a go.

-- “That’s bizarre/stupid/unreasonable.” Don’t be offensive and demean a co-worker. This shows you are not a team player. Ask for details to see if you have misunderstood what is being proposed. If you don’t like the idea, explain why politely. It always helps to have a workable solution in your back pocket too.

-- “You should have ...” Avoid anything that sounds like you’re searching for blame or scapegoats instead of solutions. Try to join forces instead. Ask what happened so you can figure out what to do next. And keep in mind that many great ideas have sprung up from mistakes on the first go-round. (We prefer to call that “research.”)

-- “That’s the way we’ve always done it.” When anything’s been done the same way for a long time, sometimes it’s a good sign it’s being done the wrong way. So, what am I saying? Think big, think bold, think creative, think stretch, think quantum leaps. Sometimes it’s risky not to take a risk.

-- “This may be a dumb question, but ...” Don’t diminish your point before you’ve even made it. What is really dumb is to proceed when you don’t understand what you are supposed to do or what outcome you are seeking.

I have always thought that some of the best communication advice ever offered came from Thumper, the young bunny in the Disney movie “Bambi”: “If you can’t say somethin’ nice, don’t say nothin’ at all.” It’s so much easier to have said nothing than to have to try to walk back a thoughtless statement.

As President Calvin Coolidge said, “I have never been hurt by anything I didn’t say.”

Mackay’s Moral: Sticks and stones can break your bones, but words can come back to haunt you.

A young woman was starting her career and leaving her parents' home when her father pulled her aside and said, "There are only three things you need to make a big success in this world -- three strong bones."

"Three bones?" the young woman asked.

"Three bones," her father repeated. "A wishbone, a jawbone and a backbone.

"You need a strong wishbone to dream big and imagine a life of endless possibilities," he said.

"Your jawbone is to ask for help when you need it," he continued. "Speak your mind when you have to and raise insightful questions to feed your curiosity and your intellect.

"Finally," he added, "your backbone gives you the courage, effort and determination you'll need to achieve your goals."

When it comes to a wishbone or dreaming, it's important to aim high -- to have dreams that inspire you to go beyond your perceived limits. Show me someone who doesn't dream about the future, and I'll show you someone who doesn't know where he or she is going.

Indecision can destroy your dreams, if you allow it. Dr. Seuss, the author of the beloved children's books, identified this common workplace malady in "Oh, The Places You'll Go." He takes the reader on a journey along beautiful streets and into wide open fields under clear blue skies. Then, there's a crossroads and confusion. Suddenly, we're in what he calls "The Waiting Place" -- a place where people just wait because they can't make up their minds or because they are afraid of change.

I often joke that it takes years to become an overnight success. But it starts with a dream. My dream was to own a factory. I wasn't even sure what kind of product I'd make, or exactly where it would be. But I pictured myself walking the factory floor, talking to workers. The pile of broken-down machines I bought might have looked more like a nightmare at the time. But dreams come true -- with a lot of wide-awake work.

I like to say: If you can imagine it, you can achieve it. If you can dream it, you can become it -- if you are truly determined.

As for a jawbone, we all need help at some time. Don't be afraid to seek out advice. Consult someone you already know and trust. That person can usually lead you to someone who can help you if different skills are necessary. Use an expert to find another expert in the same profession. In other words, don't ask a lawyer to help you choose a doctor. Good advice is never cheap. And cheap advice is seldom good.

Successful people rarely reach the top without a lot of help along the way. The ability and willingness to ask for help is one trait that really stands out among those who are truly committed to success.

Ask questions -- a lot of them. I ask a lot of questions. There's so much information out there, and I want only the good stuff. I want information that will help me make the right decisions. There is an art to asking questions and discovering what is central to your success. Here's the secret: What is it that you really need to know? To get a good answer, ask a good question.

And don't be afraid to speak up. I received some good parental advice from my father, who told me: "If you want to be seen, stand up. If you want to be heard, speak up." And I would add to that, if you don't speak up, prepare to put up.

The backbone may be the most important bone of all. Courage is regarded as one of the major human virtues. Courage is bravery, valor, standing up to danger, guts and nerve all rolled into one. It's easier to be ordinary. Courage is what sets you apart from the crowd.

Determination is what keeps us hammering away. Determined people possess the stamina and courage to pursue their ambitions despite criticism, ridicule or unfavorable circumstances. In our culture of instant gratification, the attributes of patience and determination are hard to find.

I remember when I was first starting out in sales, I asked an experienced colleague I respected how many calls he would make on a prospect before giving up. He told me, "It depends on which one of us dies first."

Mackay's Moral: If you want to be able to do the heavy lifting required for success, start building strong bones.