Recognition Isn't One-Size-Fits-All

Leslie Speas

Oct 6

3 min read

Most leaders know recognition matters.

The problem is that we often recognize people the way we would want to be recognized.

A manager who loves public praise may call someone out in a team meeting. An employee who hates being the center of attention might be mortified.
Another manager may send a quick “Great job!” message and assume the job is done. But for an employee who values thoughtful feedback, it may barely register.

Recognition works best when it actually means something to the person receiving it.

One simple way to think about effective recognition is PATS:

P — Preferences

A — Authentic

T — Timely

S — Specific

Tap Into Their Preferences

You don't necessarily need an assessment or a formal exercise to learn how someone likes to be appreciated. Although I do like and use the Languages of Appreciation at Work.

If you don't want to go there, you can simply ask questions like:

What makes you feel like your work is really noticed?
Do you prefer appreciation privately or in front of others?
What kind of thank-you feels most meaningful to you?
Is there something a past manager did that made you feel especially valued?

And don't rely only on what people tell you. Look for cues. People often tell us a lot about what they value if we just pay attention.

Pay attention to how someone responds when they're recognized in a meeting. Do they light up or look uncomfortable?
Do they keep a handwritten note someone gave them?
Do they seem especially appreciative when you spend a few minutes acknowledging the effort behind their work?
Do they enjoy team celebrations, or do they prefer a quiet word of thanks?

Keep It Authentic

Recognition doesn't have to be elaborate.

In fact, overly scripted or obligatory recognition can have the opposite effect.

A sincere, “I know you put a lot of work into getting that client issue resolved. Thank you,” often means more than a generic employee-of-the-month announcement.

Employees can usually tell the difference between appreciation that is genuine and recognition that's simply checking a box.

Make It Timely

Recognition loses a lot of its impact when it comes weeks or months after the fact.

When you see something worth acknowledging, say something.

It might be after someone handles a difficult conversation well, helps a teammate meet a deadline, solves a customer problem, or takes ownership of an issue without being asked.

You don't have to wait for a performance review—or even the end of the week.

Make It Specific

“Great job” is better than nothing. But it's much more meaningful when people know what they did well and why it mattered.

Instead of:

“Thanks for your hard work.”

Try:

“Thank you for steppng in to help the new team member yesterday. You didn't just answer her question—you took the time to make sure she understood the process. That made a difference.”

Specific recognition reinforces the behaviors you want to see repeated.