How Workplace Recognition Impacts Performance & Wellbeing

Cathie Leimbach • July 25, 2023

The recognition employees receive at work has a significant impact on their wellbeing – how well they feel their lives are going.


However, most employees do not feel adequately recognized at work for their performance, their efforts, or for being a valuable person. For people to have good mental health and be strong workplace performers, organizations need to place more importance on employee recognition and managers need to express appreciation more often and effectively.


Recent Gallup/Workhuman research indicates that 76% of those who feel they receive great recognition at work are high performers, 72% of them indicate they are thriving in life, and 37% of them are job searching.

63% of those who feel they receive inconsistent recognition at work are high performers, 58% or thriving in life, and nearly half of them (47%) are job searching.


However, only 33% of those who feel they receive poor recognition at work are high performers, only 39% are thriving in life, and 67% are job searching.


Many managers believe that recognition should only be given to employee who are achieving 100% of workplace expectations. However, individuals won’t become high performers if they aren’t acknowledged for the things they are doing right and supported to become better in their weak areas. Even poor performers overall should receive praise for the things they are doing right at work. They should receive friendly hellos in the morning. Those with good attendance can be acknowledged for being reliable. In the rare instances where an employee is not doing anything right, why are they still on the payroll?



Being recognized (noticed, appreciated, praised) enhances employees’ quality of life and workplace performance. Managers have a responsibility to regularly recognize their employees as valued human beings who are essential for organizational success.

Which day this week will you individually praise each one of your employees for one of their recent workplace successes?

Connectional Intelligence: The Power Skill Behind Big Results

By Cathie Leimbach • December 9, 2025
In Erica Dhawan’s book, Get Big Things Done, she defines Connectional Intelligence as the ability to combine knowledge, networks, and relationships to drive meaningful results. In today’s busy workplace, it’s not just what you know—it’s how well you connect that turns good ideas into big outcomes. Strong Connectional Intelligence within a team strengthens workplace morale and productivity by impacting four key attributes of high-performance cultures: Value Visibly – People perform better when they know their contributions matter. Leaders who highlight strengths, acknowledge effort, and celebrate progress create a culture where great work becomes contagious. Communicate Carefully – In an age of nonstop messages, clarity is a competitive advantage. Thoughtful communication reduces confusion, prevents conflict, and ensures that everyone moves forward with shared understanding. Collaborate Confidently – Connectional Intelligence flourishes when people feel empowered to contribute. Confident collaboration means inviting diverse perspectives, leveraging individual superpowers, and creating space for smart problem-solving. Trust Totally – Trust is the anchor of all high-performing teams. When leaders show reliability, transparency, and empathy, people take risks, share ideas, and stay aligned toward common goals. Connectional Intelligence helps teams innovate faster, break down silos, and accomplish what truly matters. Want to learn more? Visit Erica Dhawan’s website to explore her full body of work and deepen your understanding of Connectional Intelligence.

Psychological Safety Isn’t About Smooth Sailing — It’s About Real Growth

By Cathie Leimbach • December 2, 2025
When people hear “psychological safety,” they often imagine a workplace where everything feels easy and conflict-free. But that’s not what true psychological safety is — and it’s not what high-performing teams need. As leadership expert R. Michael Anderson points out, work and life include tough days, unexpected problems, and moments that stretch us. A psychologically safe workplace doesn’t remove those realities. Instead, it gives people the confidence and support to face them. A safe workplace is one where employees can struggle without fear of embarrassment… try new skills without being put down… ask questions, make mistakes, and keep moving forward. It’s a place where people know their leader is behind them — not by preventing discomfort, but by helping them learn through it. Psychological safety isn’t about coddling or creating a predictable bubble. Real safety looks like this: · You may hear difficult feedback, but it helps you grow. · You are encouraged to take risks, and supported when you slip. · You are stretched beyond your comfort zone, and guided along the way. When leaders create this balance — support plus stretch — people build resilience, confidence, and higher performance. To explore more of these ideas, visit R. Michael Anderson's website .