Hey, it's Laura and Jason.
Welcome to Issue #7 of The Weekly UNLOK, where human potential meets organizational performance.
"WHO GETS THE TROPHY?"
FROM LAURA
I get to talk to a LOT of people each week, and one of my new connections shared something with me that I think is worth diving into.
Two years…
Two years of relationship-building, of following up when calls went unreturned, of staying close to a deal that most people would have walked away from after six months.
This person stayed. He did the consistent, unglamorous work of keeping the door open when it was about to close. Time after time with this account.
Then, at the final hour, the Vice President stepped in to negotiate final terms and close it out.
You can probably see where this is going…
The announcement went out. The team celebrated.
And the person who had spent two years building pretty much everything that made that win possible…was nowhere in the story.
Not a single mention. Not a “and none of this happens without…” Nothing.
I know EXACTLY that aching feeling.
Maybe you do too.
The slow, creeping realization that the work you did in private is being credited to someone who showed up for the public moment.
And the awful position it puts you in…because if you say something, you look like you’re making it about yourself.
So you go quiet. You do your job. But you remember, and your connection to the organization erodes.
This is something leaders need to pay attention to.
What happened in this situation wasn’t just unfair, it was a SIGNAL.
A signal about what this organization values, who it sees, and what it’s telling every single person watching: it’s not about doing the work, it’s about being visible at the finish line.
Once people get that "signal," they start making decisions accordingly, often without even realizing.
They put in less effort, they stop doing the two-year work, they learn to position themselves to be seen in the last lap.
Or, and this is the one that costs organizations the most, they start looking for somewhere else to run the race entirely.
In my 20 years of recruiting, I am sad to say I see this pattern EVERYWHERE, in organizations at every level…
The people doing the foundational work are often the quietest people in the room. They’re not lobbying for credit. They’re the ones building and grinding day in and day out.
And leaders who don’t actively look for them, name them, and celebrate them will lose them.
FROM JASON
I get it, it’s exciting to celebrate the closing of the deal, the implementation of the project, or a big milestone.
It’s the big moment where everyone turns their head and starts the round of applause.
If your entire recognition system is designed around that moment (i.e. not designed at all), then you’re just responding to what’s immediately visible.
When you do that, you’re systematically rewarding the wrong people, or at the very least, missing some important ones.
Failing to credit those who built the foundation, or did the important behind-the-scenes work, you’re not just being unfair to them… you’re teaching everyone a poor vision of what success looks like in your organization.
This isn’t something that’s done maliciously, it’s just what tends to happen when organizations haven’t intentionally designed how they recognize people.
The first step doesn’t have to be dramatic or difficult.
As leaders, we’re all busy, moving through our days and forgetting to say “nice work”.
Taking the time to notice what people are doing, commenting on the small wins, the progress, and the work done well. Tell them… and learn how they like to be recognized. Privately or publicly?
Throughout my career, we’ve played with different mechanisms for designed recognition.
And the first thing we have to acknowledge… you’ll never get it right. No matter what system you come up with, someone will feel left out, and you’ll get it wrong sometimes.
The temptation is just to throw in the towel and not do it for fear of offending someone, but that’s just an excuse for paralysis. Do your best, and refine as you go… it’s worth it.
Peer recognition can be powerful, but it takes some intentional work to get the flywheel going.
We once used a system where employees post recognition to a board when they notice another employee demonstrating one of our core values in their work.
It can take some time to get off the ground, to bake into your culture, but its worth the investment.
We used a variety of incentives. People who were recognized entered a peer-voted employee-of-the-month pool with rewards, and those who participated also received incentives.
And when it comes time to celebrate the big wins… pause.
Have a pre-celebration practice.
Ask: Who was doing the two-year work? Who was working behind the scenes? Who supported this from the sidelines?
Sometimes it can be a long list, and sometimes certain individuals stand out at the front, that’s ok. Spread the love, make their work visible.
Figure out what works for your organization, and design a system around it.
This is not soft “culture work”, this is building an architecture of belonging that will pay remarkable dividends for your organization.
YOUR TURN
Inner Game: Think of a time when you did the foundational work on something and the credit went elsewhere. What did that feel like? How do you think it impacted your future work?
Outer Game: Right now, who on your team is doing two-year work that hasn't been named? What would it look like to recognize that work in your next all-company meeting, or privately if they prefer, before the win lands?
We’re here for the ripple effect ✨,
Laura & Jason
P.S. - Have a story to tell? Reply back and let us know. We're collecting more evidence from those who have lived it.
BEFORE YOU GO: HOW WE CAN HELP
FOR COMPANIES: The gap between what you're paying for in human capacity and what you're getting often lives in the systems you haven't built yet, including how you recognize the people doing the quiet, foundational work. Book a strategy call.
OR... [Take the free self-assessment →]
FOR INDIVIDUALS: If you’re looking for one-on-one support, Laura works with a small number of people personally. Book an activation session and let’s get into it.