Praise and Recognition
“We’ve come a long, long way together, through the hard times and the good”
Last week, some of the team at ICC went raving in a forest with Fat Boy Slim (would recommend). It was a fun-filled night of endless lasers, throwing shapes, and marvellous mashups. Less than 24 hours after singing loudly to ‘Praise You’, we were back in session, listening to clients discuss the importance of recognition. And how a lack of it moves team members to feel unseen, undervalued and overlooked.
Many organisations are full of well-intentioned managers who care about their teams, but the operational rhythm leaves little room for pause. The next task arrives before the last one has even settled, which means that praise is postponed and then forgotten. Not because managers are ungrateful, but because acknowledgment rarely feels as urgent as delivery. Over time, this creates an environment where team members may be performing well, but feeling emotionally unsupported. They need to know that their effort was seen, that their contribution matters, and that their performance didn’t simply disappear into the machinery of getting things done.
Equally, recognition can be undervalued, being seen as a less tangible marker of success than remuneration, bonuses, or time off in lieu. Those things matter, of course, but there is a miss-step in assuming that material compensation can fully replace the power of sincere acknowledgment. Money answers the question, “Am I being compensated fairly?” Recognition answers a different and equally important question: “Do I matter here?” One addresses transaction. The other addresses belonging. That distinction matters. A well-timed word of appreciation or praise tells someone that their judgement, resilience, creativity or care made a difference, and was noticed.
So, when is the best time to be handing out praise and recognition, and building a culture of belonging? ‘Right Here, Right Now!’
