Trish's Blog

A recent survey shared by HCAMag shows a big gap in how recognition is experienced at work. Many employers believe they praise their people regularly. Most employees disagree. The numbers tell the story. Seventy one percent of employers say they give frequent recognition through private praise, public shout outs or internal communications. Only fifty four percent of employees feel it actually happens. Even monthly recognition is reported by less than a third of workers.

That gap is not a small issue. When people do not feel seen or valued, they stop bringing their best. Engagement drops. Trust erodes. Retention becomes harder. And often a sense of disconnect grows, even in workplaces that think they are doing all the right things.

So where is the disconnect coming from?

Part of the problem is that many organisations rely on standard methods. A quick thank you. A shout out in a meeting. A line in a newsletter. These can be fine, but they often miss the very real human need to feel understood. Recognition works only when it lands. And landing requires connection, curiosity and a willingness to see the individual, not just the output.

This is where Weird Wisdom® and Diversity of Thought help shift the whole approach.

Weird Wisdom® encourages people to see situations differently and to get comfortable with the messy space between intention and impact. It invites leaders to explore what is not obvious, to challenge old habits and to listen for what sits beneath the surface.

Here are a few ways the principles behind Weird Wisdom® can close the recognition gap.

Honour different ways of contributing
Not everyone shines through the same types of achievements. Some create calm in a crisis. Some mentor quietly. Some keep the wheels turning behind the scenes. When leaders stay open to diverse contributions, more people feel valued.

Ask what recognition looks like for each person
A public shout out might energise one person and embarrass another. A handwritten note might mean more than a meeting announcement. When leaders explore the unconventional and ask, rather than assume, recognition becomes meaningful.

Value effort, learning and risk taking
People grow through trial, error and recovery. When leaders recognise learning, not just winning, employees feel safer to stretch, experiment and bring new ideas. This supports innovation and reduces the blame culture that shuts people down.

Question whether current practices really reflect what people need
Many leaders think they already recognise their teams, but the survey data shows a different story. By questioning norms, leaders create space to redesign recognition in ways that feel authentic and relevant.

Imagine a workplace where conversations about contribution happen regularly, not only during performance reviews. Where peers acknowledge each other in ways that feel natural. Where leaders check in not to tick a box but to understand the person in front of them. Where appreciation is flexible, not formula driven. And where experimenting, failing and learning are recognised as part of progress.

In that kind of environment, the disconnect between what employers think they are providing and what employees actually feel begins to shrink. People feel seen. People step up. And workplaces become more human.

The HCAMag article shows us something important. Most leaders want to do the right thing. The issue is not intention. The issue is interpretation. Weird Wisdom® and Diversity of Thought help bridge that space. They invite leaders to slow down, look again and appreciate the full range of contributions that make a team strong.

If organisations want better engagement, stronger trust and a workforce that feels valued every day, this shift is not optional. It is essential.