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In the workplace, a manager’s expectations can become a self-fulfilling prophecy. High expectations tend to drive high performance, while low expectations often lead to poor outcomes. Managers who expect success are more likely to invest time coaching and mentoring their team members, who, in turn, work hard to meet those expectations. This cycle of mutual encouragement and motivation can lead to exceptional performance and a greater sense of accomplishment. However, when managers expect failure, team members may internalize that message, avoiding risks and gradually disengaging.

How we recognize achievements can profoundly shape mindset and motivation. Psychologist Carol Dweck’s research on growth versus fixed mindsets sheds light on this, showing that the way people are praised affects their willingness to take on challenges. When children were praised for effort—“You worked so hard on this!”—they were more open to tackling difficult tasks, even if it meant risking failure. In contrast, children praised for intelligence—“You’re so smart!”—were more likely to avoid challenges, concerned about preserving their label

Recognition is a powerful tool for motivating people and reinforcing positive behaviors in the workplace. But not all recognition is equally effective. Saying "well done" or "great job" is common, but these generic statements often fall short when it comes to driving meaningful performance. Behavioral science offers valuable insights into how recognition can be fine-tuned to inspire ongoing motivation and change. Here are four ways to make recognition more impactful.

Organizations embarking on a culture change often launch with high hopes and enthusiasm, kicking off with newly published cultural values, inspiring video messages, and polished presentations. But a few months down the line, they’re left wondering why nothing has really changed. Employees seem to carry on as usual, and the envisioned transformation feels more like a distant idea than an everyday reality. This challenge is particularly pronounced during mergers and acquisitions, where studies show that 90% of mergers fail in cultural assimilation.

🤔 What if your rewards program is doing more harm than good?
We all know incentives can drive behavior—but they can also backfire.
Explore:
📌 When rewards work (and when they don’t)
📌 The Overjustification Effect
📌 Real-world examples where incentives went wrong
📌 What actually motivates people to do great work
This might change how you design your next hashtag#recognition program.

Incentives in sales are a classic tool for driving behaviors. The logic is simple: offer rewards, and people will be motivated to perform. Yet, in practice, sales incentives often don’t have the transformational impact organizations hope for. If incentives alone could drive growth, then every organization could turn a profit simply by boosting sales bonuses. But the reality is far more complex, and understanding why requires a look at how our brains respond to rewards, particularly the role of unpredictability in motivation.

Dopamine—the brain's feel-good neurotransmitter—is often thought of as the chemical responsible for making us feel rewarded, especially when we receive praise or recognition. But there’s more to the story. The truth is, dopamine isn’t just about enjoying the reward once we get it; it’s also about the thrill of the chase. Studies show that dopamine is released not only when we receive recognition but also when we anticipate it. This distinction is important because it tells us that dopamine’s role is not limited to delivering a moment of pleasure after an achievement. Instead, it acts as a motivator that keeps us engaged and willing to push ourselves to get to that reward. Let’s explore what this means in the workplace, where recognition is meant to drive productivity and encourage excellence.

Recognition isn’t some new concept we just came up with for the workplace. Humans have been using recognition for centuries! Think about knighthood, medals for veterans, or even something as simple as a heartfelt thank-you to a stranger. Recognition is everywhere, and it’s powerful. At work, rewards and recognition (R&R) programs are there to say, “Hey, we see you, and we value what you’re doing.”

But here’s the thing—are these programs really doing what they’re supposed to? Are they actually inspiring the behaviors companies want to see, or are they just kind of… there?

Digital presenteeism is a byproduct of today’s knowledge economy, where visibility and responsiveness are often mistaken for productivity. The combination of psychological biases like the Mere Exposure Effect and Halo Effect, combined with fears about job security, has led employees to believe they need to be constantly online to be valued.