I have seen over time different evolution of recognition programs. While the system-generated birthday card and anniversary gifts are received with some level of warmth, they hardly scratch the surface of generating the deep appreciation that drives true engagement. Recently, I watched a friend debate with herself as to whether or not she would attend her own 5th anniversary luncheon.  She decided to go and was glad she did. Recognition of her good work over the 5 years by her colleagues felt good. She enjoyed herself and appreciated the gesture in the end, but why the debate?  Her initial hesitation is very telling and, sadly, she’s not alone.

Systematizing recognition may improve efficiency, but it can also remove the feeling.  As soon as we are aware that real feeling is absent, it doesn’t mean as much. Think about the obligatory box of chocolates you receive on Valentine’s Day.  Some are pleased with the gift because they like gifts, but others need meaning and are left empty by the gesture.  Corporate programs often become meaningless boxes to check off on a manager’s to-do list. Once the box is checked, folks move on. It doesn’t work without the heartfelt connection that truly resonates with employees. I often tell managers that while I can teach them the mechanics of hiring, firing, and driving engagement, instilling genuine care is a more profound challenge.

Some programs attempt to bridge this gap by prompting managers to add personal touches and make the gesture less transactional. In the rush of business, the essence of this part of the experience is frequently lost.  Sometimes they misread their relationship and assume they are close enough not to have to bother.   This is an opportunity that comes around that allows a manager to formally, and possibly, publicly let an employee know what they mean to the organization. So, adding their personal touch is not a “have to do,” it’s a “get to do.” The more you put in it, the more you get out of it.

The solution isn’t straightforward. It requires leaders to not only participate in, but also, actively foster a culture of meaningful recognition within their teams. This involves more than just showing up; it’s about engaging in thoughtful, personalized acknowledgments. Avoid over-engineering surprises, as preferences vary. For instance, if there’s cake, knowing the favorite flavor of the celebrant matters. The principle here is to make sure that the recognition for a person feels like it is about that person. And to do this well, you have to know your people, which that takes investment and time. You can’t fake sincerity. It gets sniffed out immediately.  Better to not acknowledge than fake it. The most effective approach is to genuinely know your people, appreciate their value to the organization, and convey that appreciation sincerely.

Dr. Lisa