When Not to Give Recognition: Avoiding Unintended Consequences
Recognition can elevate team performance—but only if it’s done thoughtfully. Praise that highlights the wrong things sends mixed messages.
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In his book Leaders Eat Last, Simon Sinek* teaches the principle that:
"Leadership is not about being in charge. It is about taking care of those in our charge."
I've written before about the importance of giving recognition and how to make it meaningful. But taking care of your team means understanding when recognition is appropriate and when it’s better to wait or recalibrate your approach.
Done well, recognition boosts morale, improves performance, and fosters loyalty. Yet, as with any tool, its misuse can create unintended consequences. Knowing when not to give recognition is as important as knowing when to deliver it. Thoughtless or poorly timed recognition can dilute its impact, foster resentment, and even reinforce undesirable behaviors. In this article we'll examine the nuances of when not to give recognition and how to ensure it remains a meaningful and constructive practice.
Recognition Should Never Be Automatic
One of the most common pitfalls in giving recognition is turning it into a reflexive act rather than a thoughtful one. Leaders who consistently praise employees without specificity or context risk creating an environment where recognition feels meaningless. For example, if a team member receives accolades for "always doing a great job" but the feedback lacks examples, it may come across as insincere or perfunctory. Worse, others may perceive it as favoritism if the recognition is not tied to measurable outcomes or observable behaviors.
The fix: Tie recognition to specific actions or achievements. Instead of generic praise, say, “Your quick thinking during the client presentation turned a potential issue into an opportunity. That adaptability made a real difference.” This ensures that recognition is earned and reinforces behaviors that align with organizational goals.
Avoid Recognizing Mediocre or Expected Performance
Recognizing employees for meeting baseline expectations can send the wrong message. When recognition is given for completing routine tasks or delivering average results, it lowers the bar for excellence. Over time, this can erode a culture of high performance and demotivate top performers who see no distinction between their exceptional efforts and the minimum effort of others.
The fix: Reserve recognition for moments that truly merit it—when an individual or team exceeds expectations, solves a difficult problem, or demonstrates behaviors aligned with your organization's values. This approach ensures that recognition remains aspirational and meaningful.
Beware of Unintended Comparisons
Public recognition can sometimes have unintended consequences, particularly in team settings. While highlighting an individual’s achievements can boost their morale, it may inadvertently cause others to feel overlooked or undervalued. For example, I once worked in a distribution center with another supervisor who frequently praised one particular forklift operator for being "reliable" because they always volunteered for extra shifts. However, after a few weeks of this, other operators, who consistently completed their regular shifts efficiently and safely, began to feel overlooked.
Over time, recognition like this, especially when it's frequent and/or public, can lead to perceptions of favoritism, which can erode trust and collaboration among the broader team. Equally damaging, the over-recognized employee might feel pressured to maintain their "extra effort" reputation, leading to burnout.
The fix: Balance recognition across the team by considering diverse contributions. Acknowledge those who maintain high standards during their regular hours, and avoid singling out individuals in a way that creates unnecessary competition or resentment.
Avoid Recognizing the Wrong Behaviors
One of the most damaging forms of recognition is rewarding behaviors that conflict with your organization’s values or priorities. For instance, imagine you have a picker on the warehouse floor that consistently beats their targets, earning public recognition during team meetings. While their speed is impressive, it comes at a cost—other team members often need to correct errors in the picker’s orders.
Recognizing this individual without addressing the mistakes inadvertently sends the message that speed matters more than accuracy. This can demoralize others who prioritize doing the job right the first time and may even encourage a culture of cutting corners.
Remember: What gets rewarded gets repeated.
The fix: Before giving recognition, ensure that the behavior aligns with your team’s values and long-term goals. In this case, focus on celebrating both speed and accuracy. You might say, “Great job hitting your targets while maintaining 99% accuracy. That’s the standard we aim for.”
Timing Matters
Recognition that comes too late can lose its impact, while recognition given too early may seem premature or forced. For instance, praising an employee for a project before it is fully completed can create a false sense of accomplishment or demotivate others who are still working toward the finish line.
The fix: Deliver recognition at the right moment. If a project is in progress, focus on encouraging feedback (“I appreciate your dedication”) rather than final praise. Save broader recognition for when the work is complete and results are evident.
Recognize Individuals, Not Just Titles
Another common mistake is recognizing employees based solely on their role or position rather than their actions. For example, consistently praising managers for team achievements without acknowledging the contributions of team members can foster resentment. This creates an "us versus them" dynamic and undermines trust.
The fix: Ensure recognition reaches all levels of your organization. Celebrate individual contributions regardless of hierarchy. For example: “Thanks to Maria’s attention to detail and Hassan’s innovative thinking, this team achieved something remarkable. Well done!”
Don’t Overdo It
While recognition is vital, overusing it can diminish its value. If praise is given too frequently or for trivial reasons, it begins to lose its impact. Employees may grow desensitized to recognition, viewing it as a routine formality rather than a meaningful acknowledgment.
The fix: Strive for balance. Recognition should feel earned and genuine. By being selective and thoughtful, you ensure that each instance of recognition carries weight and resonates with the recipient.
Conclusion
Recognition is a powerful motivator, but only when used thoughtfully. Knowing when not to give recognition is just as critical as knowing when to deliver it. By recognizing the right behaviors at the right time, you create an environment where every team member feels valued and inspired to give their best. When in doubt, ask yourself: “Is this recognition helping the team grow, or could it unintentionally send the wrong message?”
Get it right, and your praise becomes the fuel that keeps your team running smoothly—like a well-oiled machine.
From Theory to Practice
To avoid unintended consequences, keep these principles in mind:
Recognize the Right Behaviors: Celebrate actions that align with your team’s core values, such as teamwork, safety, and attention to detail.
Spread Recognition Evenly: Ensure all contributions are noticed, from the quiet performers who keep operations running smoothly to the standout achievers.
Time It Right: Deliver recognition when it won’t disrupt workflows or add unnecessary pressure.
Make It Meaningful: Tailor your recognition to the individual—some may prefer public acknowledgment, while others appreciate a private word of thanks.
Stay Consistent: Inconsistency in recognition can create confusion and reduce its impact. Develop a system to regularly highlight accomplishments.
* Sinek also talks about this in many of his presentations. It’s worth listening to him explain the idea.
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