Fear Isn't Just Killing Your Culture

Why skipping recognition is costing you more than time—and what to do instead.

There's an unspoken belief in many workplaces: if you have time to praise others, you must not be busy enough. One leader I know recently shared that she avoids participating in employee recognition projects because leadership might assume she has "too much time on her hands."

And you know what? I get it.

This fear isn't foolish—it's a product of a culture that quietly teaches us to survive by staying small, silent, and visibly overwhelmed. Many leaders are under immense pressure to produce, to prove, and to always appear in motion. In that environment, pausing to recognize others can feel risky. Vulnerable, even.

But what if the real risk is not in taking the time—but in never taking it at all?

When Recognition Goes Missing, So Does Motivation

Neuroscience tells us that the human brain is wired for recognition. When we feel seen and valued, our brain releases dopamine, boosting motivation, memory, and performance. It builds a feedback loop: being noticed fuels effort, effort fuels results, and results fuel growth.

When we don't feel recognized, it's not just disappointing—it's painful. Our brains activate the same centers associated with physical pain, reading the lack of acknowledgment as social exclusion.

It's not personal. It's primal.

What the Data Says (Spoiler: It's Not Great)

Only 1 in 3 employees strongly agree they've received praise or recognition in the past seven days (Gallup).
Those who don't feel recognized are twice as likely to say they'll leave their job in the next year.
Lack of recognition consistently ranks as one of the top reasons people quit—often above pay.

And those annual reviews? They're often ineffective, delayed, and emotionally disconnected—by the time feedback is delivered, the moment (and the motivation) is gone.

What Great Leaders Know

The most respected leaders in the world lean into recognition—not because it's fluffy, but because it works.

Satya Nadella, CEO of Microsoft:

"The soft stuff is the hard stuff. Culture is not just one aspect of the game—it is the game."

Indra Nooyi, former CEO of PepsiCo:

"You cannot over-invest in making people feel valued."

Doug Conant, former CEO of Campbell's Soup, wrote over 30,000 handwritten notes to employees during his tenure—part of a culture turnaround that rebuilt trust and performance.

Final Thought

You don't have to write 30,000 thank-you notes or build a culture from scratch. Just start with a moment. A kind word. A quick spotlight.

Companies that prioritize recognition see lower turnover, higher engagement, and stronger performance. Loyalty isn't built through fear—it's earned through emotional connection. When people feel valued, they stay longer, work harder, and care more.

And it doesn't just transform the team—it transforms you. Recognizing others releases dopamine in the giver's brain, too. It boosts happiness, deepens connection, and brings more meaning to your own work.

Recognition isn't a distraction—it's a force multiplier. For performance, for culture, and for the kind of leadership people actually want to follow.