Reimagining Recognition for the Modern Worker

As someone who loves to perform at the highest level I can, I am also someone that does not like a “fuss” when it comes to recognizing that performance. However, for my entire career, recognition programs were more of a one-size-fits-all. In almost thirty years of being a worker, there are two distinct memories of recognition I loved. It wasn’t because they involved telling others I had done a good job. They also were not related to money. Each one was so highly personalized that it was meaningful to ME.

The first was during my early career in Big 4 public accounting. If a partner recognized you for doing good work, they could give you a raffle ticket toward a big screen TV. One of the partners who was known for being incredibly tough gave me a raffle ticket based on my consistent performance that helped his team. I never put that ticket in the raffle. I still hang on to it today and look at it with gratitude.

The second example came years later when I was working in a children’s hospital. On my first day all new employees were given an index card and asked to list things like our favorite candy, music, movies, etc. I shared that Tootsie Rolls were my favorite candy. Over a year later ,when my manager thought I did exceptional work on a project, she left a huge container of Tootsie Rolls on my desk in my office. I appreciated that the recognition was so personal.

In today’s workplace, recognition is often touted as a universal motivator. But what about those who shrink from the spotlight? Many high performers actually dread public acknowledgment, creating a complex dynamic that leaders must navigate thoughtfully.

For some, the discomfort with recognition isn’t simply modesty—it reflects a deeper uncertainty about self-identity in professional settings. These individuals may excel at their work while simultaneously questioning whether they deserve acknowledgment for it. They find comfort in invisibility, performing excellently but hoping to avoid the attention that comes with success.

The Paradox of Hidden Excellence

Consider the developer who submits flawless code but avoids presenting at meetings, or the analyst whose reports drive company strategy while they sidestep team celebrations. These professionals aren’t underperforming—quite the opposite. They’re achieving remarkable results while actively avoiding the recognition typically associated with such accomplishments.

This disconnect originates from complex relationships with self-worth. Many high performers struggle with impostor syndrome, the persistent belief that they’ve somehow fooled others into thinking they’re competent. For them, recognition doesn’t affirm—it threatens, potentially exposing what they fear is their “true” inadequate self.

Self-Worth vs. Recognition Aversion

Can someone feel worthy of doing good work while simultaneously rejecting public recognition? Absolutely. Self-worth and comfort with recognition operate on separate psychological tracks. Someone might thoroughly believe in their capabilities while finding public praise emotionally overwhelming or culturally uncomfortable.

Cultural backgrounds play a significant role here. Some cultures emphasize collective achievement over individual recognition, making public acknowledgment feel inappropriate or embarrassing. Others may have been raised in environments where drawing attention was discouraged, creating ingrained discomfort with visibility regardless of achievement level.

Reframing Recognition

The solution isn’t abandoning recognition but reimagining it. Rather than generic praise for “good performance,” recognition should be specific, measurable, and delivered in ways that respect individual preferences.

Specific recognition focuses on observable behaviors and concrete contributions rather than subjective assessments of overall performance. “Your analysis of customer data identified three key market segments we hadn’t previously targeted” carries more weight than “Great job on that report.”

This specificity accomplishes two things: it provides clear feedback about what behaviors to continue, and it grounds recognition in observable facts rather than general impressions, making it harder for the recipient to dismiss.

Leaders’ Guide to Inclusive Recognition

For leaders navigating these complexities, consider these approaches:

1. Create recognition preference profiles during onboarding or development conversations. Some team members may value public praise while others prefer a private email or quiet acknowledgment during one-on-one meetings.
2. Focus on contribution impact rather than the person. “This project succeeded because of the detailed risk assessment process” feels less personally exposing than “You’re amazing at risk assessment.”
3. Offer choice in recognition moments. Before team meetings, ask if someone is comfortable having their work highlighted. Respect their preference without judgment if they decline.
4. Develop alternative recognition pathways like opportunity-based recognition. Offering challenging projects, development opportunities, or increased autonomy can signal appreciation without public ceremony.
5. Recognize process improvements and methodologies rather than just outcomes. This approach validates the thinking behind the work, often more comfortable for those who struggle with direct personal praise.
6. Consider team-based recognition systems that celebrate collective achievement, creating space for individual contributors to feel acknowledged without standing alone in the spotlight.

The Identity Impact

How we’re recognized profoundly shapes what we believe to be true about ourselves. When recognition aligns with our self-perception and respects our comfort boundaries, it reinforces positive identity development. When it contradicts our self-view or comes in uncomfortable formats, it can trigger identity crisis or rejection of the feedback entirely.

Over time, thoughtful recognition helps employees integrate professional accomplishments into their identity. The analyst who initially rejected praise may gradually accept their expertise when recognition consistently highlights specific, undeniable contributions rather than subjective assessments of their worth.

For those uncomfortable with visibility, recognition becomes most effective when it validates their work while respecting their preference for privacy. They don’t need to become spotlight seekers—they need acknowledgment that honors both their contributions and their boundaries.

Building Recognition Resilience

Ultimately, the goal isn’t forcing recognition-averse employees to embrace the spotlight. It’s creating recognition systems flexible enough to validate everyone’s contributions in ways that respect their psychological comfort while gradually building their capacity to internalize positive feedback.

By recognizing the diversity of recognition preferences in our workplaces, we create environments where excellence can thrive in both spotlight and shadow. When we acknowledge the complexity of self-worth in professional settings, we build systems that truly honor the whole person—not just the parts visible on stage during award ceremonies.