We have an entire industry built around the art of feedback. We train today’s leaders to be direct but empathetic, to praise in public and critique in private, to deliver criticism in a “sandwich” of compliments. But we are obsessing over the wrong problem. The most corrosive force in today’s workplace isn’t poorly delivered feedback. It’s the pervasive, deafening silence that follows when an employee does something extraordinary.
Think of the engineer who downs her third pot of coffee at 2 a.m., tracing a buried line of faulty code through thousands of entries until she finds the error that’s been threatening to derail the launch. Or the project manager who walks into a client meeting already on fire, smooths over two conflicting executives, and reframes the conversation so the deal doesn’t collapse. Or the junior staffer who notices that the revenue column in a quarterly report is off by a few decimal places, pulls last year’s filings for comparison, and prevents the company from sending inaccurate numbers to regulators.
They don’t expect a bonus or a promotion for these moments of going above and beyond. They expect something far more fundamental: a signal that their effort was seen and that it mattered.
When that signal never comes, quiet decisions are made. The employee learns that the system does not reward exceptional effort, only baseline endurance where that extra work is not an investment, but a donation to a void. And so, they stop. Not because they don’t care, but because the workplace doesn’t. They are not “quiet quitting.” They are adapting to survive.
I have spent nearly two decades in human resources and organizational strategy, working with both Fortune 500 companies and small municipal governments. Every field has its own uniform, but the mistake underneath is the same: leaders misunderstand the cost of their silence. Recognition is often reduced to a discretionary courtesy, extended only when convenient or when leadership seeks to signal virtue to superiors or stakeholders and fail to see it as the most powerful tool they have for shaping behavior and driving results.
My argument isn’t about fostering false insincerities of warm feelings. Think of praise as information: it shows people what matters and what should continue. When leaders observe excellence and elect not to acknowledge it, they are not maintaining neutrality; they are reinforcing the perception that exceptional performance is unrecognized and therefore inconsequential. That silence creates a culture where the bare minimum is the safest bet and passion is a liability.
In today’s labor market, that silence is especially costly. Surveys show that disengagement is at record levels, with nearly half of workers saying they experience daily stress at work. Employers can’t afford to lose the people who still bring discretionary effort—the extra energy, creativity, and care that keep organizations alive. Yet by saying nothing in the moments that matter, managers all but guarantee those people will disengage or walk out the door.
So what can leaders do instead? Stop treating recognition like a personality trait and start treating it like an essential part of the workflow. The most effective feedback I’ve seen wasn’t delivered in a performance review but a manager walking over to a developer’s desk, pointing to a specific line of code, and saying, “The way you reorganized that workflow shaved an hour or more of overtime off each team. That’s a big deal and you should be proud of that work.”
It’s not a magic pill. No software platform, HR program, or leadership seminar can substitute for this. Recognition is not about grand gestures or corporate slogans. It’s about the hard discipline of paying attention. The tip is simple but uncompromising: connect the specific action to its precise impact.
Don’t just say, “Great job on the project.” Say, “When you presented to the client yesterday, the way you framed the data on slide seven is what got them to approve the budget. You won that for us.”
This level of specificity does two things. First, it confirms to the employee that their work is being scrutinized with care, not just casually observed. Second, it provides a repeatable blueprint for future success. Praise becomes strategic reinforcement of high-performance behavior, not a throwaway gesture.
No stack of branded water bottles or “casual Fridays” will ever fix the damage done by silence. A leader’s words, delivered at the right time with the right precision, can sustain motivation for months. When nothing is said, the message is equally loud: excellence has no audience here.
If you want to keep your best people, don’t be silent. Recognize them for the value they bring or be the first to watch them leave right out the front door.
About the Author
Dr. Thomas Faulkner, SPHR, LSSBB, is an HR strategist and consultant who advises Texas municipalities on workforce and organizational resilience. He is the founder of Faulkner HR Solutions and can be reached at admin@faulknerhrsolutions.info