In a recent LinkedIn post, Cicely Simpson discusses how everyday recognition can shape whether employees feel seen and choose to stay. This article examines Simpson’s argument and examples from that post; it is journalistic coverage, not an article written by Simpson.
“What a person experiences on an ordinary Tuesday tells you more about your recognition than any award ceremony.”
The gap between intention and experience
Simpson argues that leaders may believe they recognize their teams while employees experience something different. An annual award, a thank-you email or a meal after a deadline may signal appreciation, but, in her view, those gestures do not reveal whether people feel their contributions are noticed in routine work.
She frames the issue as a gap between what managers say and what employees experience. According to Simpson, that gap can be consequential: some leaders may not learn how unrecognized an employee feels until that person is already considering leaving.
Why general praise can fall short
Simpson points to three patterns that can undermine recognition. Broad praise such as “great job” may not tell a team member what they did well or why it mattered. Repeatedly naming the same people in meetings can leave quieter contributors feeling overlooked. And praise that does not lead to meaningful opportunities may suggest that appreciation stops at words.
“The gap between what you say and what your team experiences day to day is the truest measure of how recognized they feel.”
Her examples shift attention from a leader’s stated intentions to the signals employees receive. Simpson’s point is that recognition depends not only on whether thanks is offered, but also on who receives it, how specifically it is expressed and whether it carries weight in decisions.
Making recognition specific and consequential
To close that gap, Simpson recommends practices that make recognition visible, timely and connected to opportunity. Her list includes acknowledging contributions both publicly and privately, noticing less vocal team members, naming the specific work that made a difference, and giving credit in the meetings where it counts.
From appreciation to opportunity
Simpson also argues that recognition can extend beyond praise. She suggests connecting it to a stretch project, a raise or a seat at the table. In her view, such opportunities show that a person’s contribution is valued in practical terms.
“Thanks arrives soon after the work, instead of at the annual review.”
The post presents timely, specific recognition as a leadership habit rather than a one-off ceremony. Simpson’s broader claim is that when leaders consistently show people what mattered and create room for them to grow, employees have less reason to wonder whether their work is noticed. She closes by asking readers to share an example of recognition that stayed with someone on their team.
📝 About This Content
This article is based on insights shared by Cicely Simpson on LinkedIn.
📅 Originally posted on November 7, 2026 | View original post on LinkedIn →