I recently delivered a workshop on organizational culture to a large group of senior executives from companies around the world. The session covered six elements of what I call a high-performance culture: trustworthy leadership, shared purpose, belonging and connection, empowered collaboration, growth and development, and well-being and recognition. Each element matters, and all of them reinforce one another. However, my recommendation on the frequency of praise drew resistance.
I pointed out that Gallup has studied employee engagement across millions of workers. One question appears consistently in their research because of its strong correlation with engagement: “In the last seven days, have you received recognition or praise for doing good work?” Employees who answer yes are significantly more likely to be engaged and committed to their organizations.
Once a week is the cadence their data supports, and it is the standard I recommended to the group.
After the session, a few executives approached me with the same concern. Some said they simply did not have time to praise their people once every week. Several others had made a deliberate decision to withhold praise altogether, concerned that frequent recognition would lead employees to expect a raise or promotion.
I was taken aback and frankly saddened. I imagined a workplace where no one was being told they were doing a good job. How do you stay motivated when your leader says nothing positive? Why would you strive for excellence if it seemingly went unnoticed? I certainly would not want to work someplace like that. Would you?
These are both pitiful excuses. Genuine appreciation for your team belongs at the top of your calendar.
As a leader, your most important customer is your employee.
If they don’t feel appreciated and supported, they’re not going to give their best effort, and the downstream effect will negatively impact your business.
Remember, the customer’s experience will never exceed the employee’s experience.
I coached one CEO who almost never left his office. He thought it was a poor use of his time to walk around and talk to his employees. Dead wrong. Taking 15 minutes a day to visit with your team to show genuine appreciation for their work demonstrates that you are interested in them and feel they matter.
What that recognition looks like is simpler than many leaders expect. Examples like “You did a wonderful job handling that customer’s complaint” and “Thank you for being so well prepared for the meeting” are small, specific acknowledgments that someone’s effort was seen.
When it’s a big deal for the boss to compliment you for your work, many people will interpret sporadic positive feedback as an indication they deserve a raise or promotion. Inconsistent gratitude creates those expectations.
Culture is a primary driver of organizational performance.
It shapes whether an organization can attract and keep the talent that sustained performance requires. Leaders build culture through repeated daily behavior, and what they choose to notice and acknowledge sends the clearest signal about what the organization values.
What message are you sending?
At the end of each year, I review what I see working and failing across organizations I advise worldwide.
In this video, I share what deserves real attention in 2026 and what most leaders are over-investing in. If you are already executing on this year’s plan, this will help you confirm you are focused on the right things.
