Over the course of my career, I’ve had the privilege of leading teams and organizations through growth, change, and innovation. Across industries and roles - whether serving as CEO or Board Member - one principle has remained constant: people are the heartbeat of every company. And yet, too often, we underestimate the power of simply recognizing those people.
Recognition is not a side note to business success; it is a key driver of it. As the Co-founder and CEO of MELP, I’ve made it my mission to create employee benefit solutions that don’t just tick a box, but actually improve engagement and wellbeing. One of the most powerful levers we have is recognition — when done right, it has the potential to shift cultures, retain talent, and build teams that care.
Over the course of my career, I’ve had the privilege of leading teams and organizations through growth, change, and innovation. Across industries and roles – whether serving as CEO or Board Member – one principle has remained constant: people are the heartbeat of every company. And yet, too often, we underestimate the power of simply recognizing those people.
Recognition is not a side note to business success; it is a key driver of it. As the Co-founder and CEO of MELP, I’ve made it my mission to create employee benefit solutions that don’t just tick a box, but actually improve engagement and wellbeing. One of the most powerful levers we have is recognition — when done right, it has the potential to shift cultures, retain talent, and build teams that care.
When we launched MELP, we spoke with hundreds of companies and even more employees. What we kept hearing, again and again, was that many people felt invisible at work. Not ignored in a malicious way – but overlooked. Their efforts were expected, not acknowledged. Their loyalty was met with silence.
Over time, this invisibility chips away at motivation and commitment. And it’s entirely avoidable.
Recognition should not be reserved for annual ceremonies or top-tier performers. It should be embedded in the day-to-day rhythm of a company. A thank-you from a manager after a long day. A colleague praising someone’s support on a tough project. A visible, meaningful moment that says, “What you do here matters.” That’s what builds a sense of belonging. And when people feel they belong, they give their best.
At MELP, we see that recognition is evolving. It’s no longer enough to reward people just for outcomes or KPIs. Today, the companies that are succeeding are the ones who recognize behavior – the attitude someone brings, the way they help others, how they embody company values even under pressure. That shift matters. Because culture isn’t built in performance reviews; it’s built in everyday actions. And those actions deserve to be seen.
What’s also changing is the who and the when. Recognition can’t be limited to top-down messages from HR or team leads. It should be peer-driven, immediate, and spontaneous. The quicker the recognition follows the action, the more powerful it becomes. This is where digital tools help – they allow recognition to be embedded in the natural flow of work, especially in remote or hybrid environments where casual “thank yous” around the office are harder to come by.
I still remember one of the first recognition messages we sent internally at MELP. It wasn’t a big, dramatic moment – just a note from one colleague to another for stepping up during a stressful week. But what happened next was remarkable: other people started doing the same. Within days, the culture shifted. It was a reminder that recognition is contagious. When people feel seen, they are more likely to see others. And that creates a ripple effect of positivity across a team.
When we help companies launch a recognition programme through MELP, I always advise starting with clarity. Why are you doing this? What are you hoping to see more of in your organization – collaboration, initiative, resilience? Recognition should reflect those priorities. Then, leadership needs to lead by example. If employees never see their managers or execs giving recognition, they won’t do it either. On the other hand, when leaders show that appreciation is part of how they work, others follow suit.
Another important element is simplicity. Recognition has to be easy. People are busy, and if saying “thank you” requires filling in a form or remembering someone’s employee ID, it won’t happen. That’s why we’ve built MELP in a way that makes recognition frictionless – one click to send a badge, a few seconds to leave a public message. The emotional value might be huge, but the process should be light.
Recognition must also be inclusive. One of the most powerful aspects of recognition is its ability to connect people across roles and departments. But too often, certain teams – especially support or operational roles – are left out of the spotlight. We’ve seen that when recognition is democratized, and everyone has the power to appreciate others, it flattens hierarchies in the best possible way. It makes appreciation part of your culture, not just your management system.
And let’s not forget that recognition doesn’t always need to be tied to rewards. While tangible benefits like gift cards or extra time off are great additions, sometimes the most impactful recognition is simply hearing “thank you” in a meaningful way. I’ve seen senior engineers light up when interns publicly acknowledged their mentorship. I’ve seen warehouse staff proudly post screenshots of recognition they received from head office. These moments cost nothing – but mean everything.
That said, when rewards are used well, they can reinforce a recognition culture. What’s important is that they feel fair, transparent, and aligned with what matters to your people. At MELP, we offer companies the ability to create custom reward catalogues – everything from coffee shop vouchers to extra vacation days – based on what employees actually want. Because if your team values sustainability, giving them another branded plastic water bottle won’t do much. But a donation to an environmental cause or a discount with a local ethical brand? That resonates.
In my years of leading organizations, one thing has become clear: recognition is not just about retention or morale. It’s about business performance. Engaged employees deliver better results. Appreciated people collaborate more. Teams who celebrate each other are more resilient when challenges arise. Recognition is the connective tissue that holds people and purpose together.
It’s also one of the most human aspects of leadership. We often talk about strategy, vision, execution – and yes, those are essential. But at the end of the day, leadership is about people. And people thrive when they know they matter. I believe that as leaders, one of our core responsibilities is to create space for that recognition to happen, and to model it ourselves.
