Have you been asking yourself these questions lately: Did I do a good job? Did anyone notice the extra work I put in? Was this project as urgent as it seemed? Was it even that important in the first place? If yes, you may be suffering from lack of recognition. 

Lack of Recognition [lak əv rekəɡˈniSH(ə)n]: When you work all night to get a deliverable in on time, finish a big presentation, or you exceed a massive revenue goal for the quarter, and you come into work the next day being greeted with… silence. 

No one likes to admit it, but we want recognition. It’s not just an ego boost or group high-five, it’s an important tool for success. This issue of Oh SN*P dives into how recognition is a key part of a high-performing team. It keeps your employees happy, motivated, and focused. It highlights strengths, clarifies priorities, and shows us our blind spots. Read through to find out why you should incorporate recognition into your culture and how you can do that.

Twitter knew it early: brevity works. Before we jump into the numbers, skills, and best practices here are our thoughts on recognition in 200 Words or Less.
 

Recognition motivates. It inspires. It defines “good,” “great,” and “amazing.” And when you next charge forward with frenetic speed, your team knows what they do amazingly well… and they can do it again. 
 

Word Count: 33

Recognition improves retention, increases effort, and helps keep your team from burning out (which we have some thoughts on). Don't believe us? Let's go by the numbers...

So, when was the last time you gave recognition?
 

Sources: Survey Monkey. OGO. Deloitte.

This issue we’re featuring the Feedback Brunch’s Bottomless Mimosa recipe for a growth-oriented, feedback-focused team. 

Feedback and recognition are two sides of the same coin. They both create alignment and unity if done right. So here are our winning ingredients to make giving feedback feel as easy-breezy as a Sunday brunch, because recognition isn’t always kudos.     

Step 1: Prepare yourself. Like brunch, giving feedback is a state of mind.

Figure out your intention first. What do you want the outcome to be? Then check your attitude. Are you feeling nervous, frustrated, stressed? Can you shift your attitude to something that will help you have a more successful interaction? Choose your behavior. Decide how you want to handle this conversation with this specific person. Maybe you need to be more of a listener or maybe you need to push a little bit. Again, what will help you have a successful interaction?
 

Step 2: Start by pouring the orange juice opener. 

How you start the conversation sets the tone. Start with the issue, then provide two specific examples that you’ve seen (no hearsay). End with an open question that gets them talking (“Why do you think that happened?” “What caused that behavior?”). Now listen, listen, and keep listening. Ask questions only when you’ve exhausted a topic. 

WARNING: Do not jump to solution mode. 
 

Step 3: Swirl in your suppose statement triple sec.

You’ve listened. You’ve heard all the explanations. But there could be more. To really get to the bottom of this issue, use a “suppose” statement.

“Suppose we could resolve____, and I’m not saying we can, but if we could, are there any other reasons why you think ___ is happening?” 

You’ll either get deeper and learn more about what’s going on or hear a “no, that’s the issue.” Repeat this until you’ve uncovered all there is to uncover. 

Step 4: Top off your drink with C.A.P. it champagne. 

All the issues are laid out on the table. Now’s the time to ask their thoughts on a game plan and then offer tweaks or suggestions. Once you’re in agreement on the plan, have them follow up by setting up time for you two to reconvene on the progress, initiating the action, and/or publishing the notes from your meeting in a follow-up email. 

Step 5: And repeat 20x until your pitcher is full. 

As a leader, you’ll have to have these feedback conversations many times over the course of your career. 

Even though feedback conversations can be harder to have, they’re just as impactful as recognition. Your team will remember the conversations where you saw them in their bad moments and recognized the issue, heard them out, and collaborated on a solution instead of reprimanding them.

This year at SNP we’ve had some of our all-star team players step up to the plate, taking on new leadership roles. They shared with us what recognition has meant for their teams as they’ve implemented new practices. 

Danny (Head of Training): "In the world of training, recognition is key to our facilitators’ motivation and development. Specific feedback – not just a generic compliment – always feels better to hear, and it helps us intentionally continue the things we’re doing well.”

Charlie (Head of Coaching): "When change happens after a process has been in place for a long time (like coaching at SNP), it's important to be intentional about recognition. If there's been a big win tied to the change, recognize it. Celebrate it. If thoughtful, recognition can build trust and lead to more wins. By knowing the action tied to the win, you can repeat it, build the muscle, and it becomes a cycle of learning for the individual and growth for the team."

Róisín (Head of Broadcast): "Giving recognition to the team after a live event or content project makes me think more deeply about others – about their progress, where they've excelled, and where to grow. It can help build team morale when we acknowledge thoughtfully what went well and recognize those who did it. It (selfishly?!) feels good to give recognition to another person".

Recognition seems easy, but it can take some time to build it into your culture. You have to practice it intentionally and create spaces where you can give it freely.

We’ve got some ideas on how you can recognize your teammates thoughtfully, impactfully, and in a way that’s right for them.  

Reach out to our team for a free 30-minute consultation at info@snpnet.com.

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