Policy : Recognise and Celebrate Often

Commitment to Recognition as a Leadership Practice In high-performing teams, people feel that their contributions are seen and valued. Recognition is not a management technique — it is a basic human need. When leaders consistently notice and name the things people do well, they reinforce the behaviours that create high performance, signal what matters, and build the trust and motivation that sustain effort over time.

What This Means Effective recognition is specific, timely, and genuine. Vague praise ("great job everyone") has minimal impact. Specific, personal acknowledgement of what someone did and why it mattered is powerful. And recognition should be frequent — tied to effort, progress, and growth, not just exceptional outcomes.

Our commitment to recognition is built on:

• Specific and Timely Praise – Leaders acknowledge specific behaviours and contributions as close to the moment as possible, explaining what was observed and why it mattered.
• Recognising Effort and Growth, Not Just Success – We celebrate the willingness to try, the learning from failure, and the improvement over time — not just the win.
• Public and Private Recognition – We give recognition both publicly (in team settings) and privately (directly to the person), depending on what they prefer.
• Equitable Visibility – Leaders actively ensure that recognition reaches people whose work is less visible — not just those who are naturally prominent.
• Celebrating Collective Achievement – We mark team milestones, deliveries, and improvements together — building shared identity and pride in what we have achieved.

Why This Matters Under-recognition is one of the leading causes of disengagement and attrition. People who feel their work is not noticed or valued withdraw effort, seek recognition elsewhere, or leave. Regular, genuine recognition is one of the lowest-cost, highest-impact tools available to leaders.

Our Expectation Leaders must build recognition into their regular rhythm — not as a formal programme, but as a natural part of how they notice and respond to the people they work with. Recognition should feel genuine, not performative.