A human need... and a strategic one
Recognition is not a luxury or a “little extra” for sensitive employees. It's a fundamental human need, and a cost-effective yet under-utilized lever for mobilization.
In their book Le pouvoir de la reconnaissance au travail, Jean-Pierre Brun and Christophe Laval (2018) distinguish four main types of recognition at work:
- Existential recognition, which focuses on the person himself, his qualities, his presence in the team.
- Recognition of work practice, which values the quality of the work accomplished, and the specific know-how and interpersonal skills mobilized.
- Recognition of effort, which underlines commitment and perseverance, even when results are not yet forthcoming.
- Recognition of results, certainly the best-known and most frequent, which highlights the concrete contribution made to achieving objectives.
As a manager, learning to navigate between these types of recognition, depending on the context and the individual, is a considerable asset.
Recognize, yes... but not just any old way
Recognition is a powerful management tool, provided it is well formulated. Automatic, impersonal or disconnected recognition can even have the opposite effect to that intended.
To avoid this pitfall, a few simple principles apply:
- Be sincere and genuine: a mechanical thank-you is quickly spotted.
- Act with spontaneity and variety: alternate between formal, informal, written or verbal acknowledgements.
- Choose a situation that doesn't have to be extraordinary: be on the lookout for moments that may seem trivial to you, but are important to the other person.
- Be specific: avoid generalities, the famous pat on the back, and describe precisely what was done.
- Ensure consistency with the organization's objectives: recognize what aligns the person with shared values and goals.
A simple five-step method can help structure recognition:
- Explain the context that leads you to express your recognition.
- Describe the facts, i.e. the behavior you wish to recognize.
- Mention the positive impact on the team, project, customers, etc.
- Thank the person.
- Encourage the person to continue the behavior.
This type of well-formulated recognition is often perceived as deeply motivating, as it validates not only the work accomplished, but also the person's professional identity.
What if we don't recognize?
The absence of recognition is not neutral. It can quickly be interpreted as an implicit message:
- “You're not important.”
- “I don't consider you.
- “I'm only interested in your performance.
As we know, this type of relational climate undermines motivation, weakens commitment and accelerates demobilization. In a context where the retention of talent is a major issue, failure to recognize sometimes means slowly but surely losing the commitment of one's best people.
Recognition can be learned
Fortunately, recognition is not an art reserved for a few naturally benevolent managers. It's a skill that any manager can develop, and one that's fully integrated into a modern leadership posture: more relational, more human, more conscious.
To recognize is to see. It means stepping back to observe contributions, efforts and intentions. It also means daring to say. And like any skill, it requires a bit of method, a bit of audacity, and sometimes... a bit of training.
A culture that starts with you
Of course, recognition doesn't have to rest solely with the manager. It must be part of a coherent, living organizational culture. But let's be honest: it's often the simple, everyday gestures that set the tone.
A well-placed remark, a rewarding e-mail, recognition at a team meeting: these small actions have a multiplier effect. They fortify a climate, they model behavior, they make visible what counts.
And this is perhaps the heart of leadership: making the contribution of others shine, so that they themselves want to make the team, the organization, shine. Recognizing people is an act of leadership that enriches and strengthens.
Because managing isn't just about moving projects forward, it's also about helping people grow.
Team Management: Acquiring the Essential Know-How
Sources : Revue Gestion
