There will always be opportunities to acknowledge somebody's performance or way of being. This acknowledgment will help people see their implicit, and even automatic, behavior - it makes it explicit. This means that that person will now be able to do what they do - the things that you have acknowledged - more consciously. And that in turn means they can now improve their performance and, they can now teach others - because they explicitly know what they are doing that works.
Also, in addition to acknowledging people, look for ways to help them improve. If you see ways in which people can improve by building on their strengths, or by stopping things that get in their way, and you don't tell them, you are in effect conspiring to have them perform sub-optimally. Not much of a friend or colleague. And worse, implicitly, not much of a commitment to the team or organization improving.
Be an example by looking for learning moments yourself. For example: ask colleagues at the end of a meeting, "What did I do during the meeting that worked or added value - just one or two things?" and, "What could I have done differently that would have given us a better outcome, or more easily, or more quickly?" This is, in effect, a brief after action review.
For teachable moments to be a rich part of an organization culture there needs to be high levels of trust and a proficiency in open generous communication.
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