A survey of 1,000 Belgian employees highlights a significant imbalance in workplace leadership practices. When workers commit errors, 57% receive feedback within hours or on the same day. However, only 39% of those who deliver outstanding work get timely recognition. Even more concerning, 35% of employees who perform consistently well never receive any acknowledgment at all.
The disparity extends beyond timing. Managers tend to address mistakes immediately—a missed deadline, a client complaint, or a flawed presentation—while overlooking employees who reliably meet expectations, support colleagues, and maintain steady output. This pattern suggests that managers have been conditioned to focus primarily on correcting problems rather than reinforcing positive contributions.
Belgian workers, however, place far greater importance on recognition than managers typically recognize. Nearly three out of four Belgian workers consider that recognition is at least as important as a good salary, and 85% expect their employer to regularly express appreciation. Despite this, companies often prioritize feedback training, performance reviews, and leadership development programs while leaving recognition to chance. Many managers assume it is a matter of personal inclination rather than a structured leadership practice.
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This misunderstanding stems from a limited view of what recognition entails. Many leaders associate it with occasional gestures, such as gift boxes, end-of-year bonuses, or team lunches for meeting targets. While these gestures are not inherently negative, they fail to address the need for consistent, meaningful acknowledgment. A single act of gratitude cannot compensate for months of unnoticed effort. Effective recognition requires trust in employees’ abilities, granting them autonomy, and clearly explaining how their contributions impact the organization.
The consequences of this oversight are substantial. Over half of Belgian workers have considered leaving their jobs because they did not feel valued. When employees tie their loyalty to recognition, treating it as optional amounts to a failure in leadership. A manager who consistently overlooks good performance is not merely managing differently but neglecting a fundamental responsibility.
Even experts in the field acknowledge this challenge. Jelle Van Roosbroeck, cofounder of Kadonation, has dedicated a decade to studying recognition. Yet he admits his own bias: problems naturally demand attention, while steady performance often goes unnoticed. “We’ve been trained to address what’s broken,” he observes. “But supporting excellence requires actively seeking out and celebrating strong work.”
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The solution does not involve demanding excessive praise from managers. Instead, recognition should be treated as a deliberate leadership practice, structured, intentional, and essential. Just as feedback, accountability, and difficult conversations are non-negotiable in modern management, so too should be the straightforward act of saying, “I notice your efforts, and they matter.”
Research confirms that when managers prioritize errors over effort, they risk losing the employees who drive business success. Recognition is not an optional perk but a critical component of effective leadership. By actively valuing and acknowledging contributions, leaders demonstrate that they are truly paying attention to what sustains their organizations.