Praise Fairly: How Biases Shape Recognition and What Inclusive Leaders Can Do About It

“Recognising people for their accomplishments and contributions is one of the leadership actions with the biggest impact on people’s feelings of inclusion and belonging.”

Recognition is powerful. When we acknowledge someone’s contribution, we’re not just saying “well done” – we’re affirming their value, reinforcing their sense of belonging, and encouraging them to continue bringing their best self to work. It’s one of the most impactful tools we have as inclusive leaders.

Yet here’s the challenge: our biases and systemic inequalities often lead to an uneven distribution of praise. Without conscious effort, we risk creating environments where some people are consistently recognised whilst others remain invisible, despite their valuable contributions.

The Recognition Gap

According to Gallup research, people who receive meaningful feedback are four times more likely to be engaged at work. That’s a staggering statistic that highlights just how crucial recognition is for employee engagement and performance.

But here’s what we often don’t discuss: not everyone receives recognition equally. Because of affinity bias, we tend to praise people who look and behave like us more frequently. Negative stereotypes about undervalued groups can prevent us from seeing their contributions. We’re also more likely to recognise and commend individuals who fit the conventional success prototypes within our organisation.

This creates a vicious cycle. Those who receive recognition feel more valued and engaged, leading to increased confidence and performance. Meanwhile, those who don’t receive recognition may begin to doubt their contributions, leading to decreased engagement and potentially even withdrawal from the team.

The Hepeating Phenomenon

One of the most common illustrations of biased recognition is the microaggression known as “hepeating” – when a woman suggests an idea and is ignored, but the same idea is praised when a man suggests it. This phenomenon is so common that it has its own name, yet many of us don’t even notice when it happens.

My late sister Fabiola Greve was a prominent IT researcher and one of the leading experts in blockchain technology in Brazil. She often shared with me examples of hepeating she witnessed on the various national and international advisory boards she participated in. A woman would propose a solution, receive little response, and then minutes later, a man would suggest the same solution and receive praise and validation.

This isn’t about malicious intent – it’s about unconscious bias and ingrained patterns of whose voices we naturally tune into and whose contributions we notice.

The Bias Audit

As inclusive leaders, we need to pause and reflect on who tends to be at the receiving end of our positive feedback, compliments, and more formal forms of praise. This isn’t about keeping score or ensuring everyone gets equal praise regardless of their contributions – people’s performance and contribution levels are genuinely different.

Instead, it’s about making an intentional effort to be impartial. A helpful question to ask ourselves is: “How is bias interfering with my capacity to recognise valuable contributions?”

We might discover that we consistently praise:

• The most vocal team members whilst missing quieter contributors
• Those who communicate in styles similar to our own
• People who work in ways that align with our preferences
• Those who remind us of ourselves at earlier stages of our careers

Beyond the Obvious Contributors

Sometimes the most valuable contributions come from unexpected places. The team member who consistently helps others troubleshoot problems might not be the most visible, but their impact on team productivity is enormous. The person who notices when someone seems struggling and offers support might not be leading high-profile projects, but they’re building the psychological safety that allows everyone to thrive.

We need to expand our definition of valuable contributions beyond the obvious metrics. This might include:

• Collaborative behaviours that lift up the whole team
• Innovative approaches that challenge conventional thinking
• Emotional intelligence that helps navigate difficult situations
• Consistent reliability that others can depend on
• Mentoring and knowledge sharing that develops others

Practical Recognition Strategies

So how do we ensure we’re recognising people fairly? Here are some practical approaches:

Create recognition rituals: Establish regular opportunities to acknowledge contributions, such as starting team meetings by highlighting recent achievements or creating a weekly recognition email.

Use multiple channels: Some people prefer public recognition, whilst others prefer private acknowledgment. Ask team members about their preferences and honour them.

Look for diverse contributions: Actively seek out contributions that might be less visible but equally valuable. This might involve asking other team members about who has helped them or supported their work.

Challenge your assumptions: When you notice someone’s contribution, ask yourself: “Would I have noticed this as readily if this person had a different identity?” This helps surface unconscious biases.

Be specific and timely: Vague praise like “good job” has less impact than specific recognition like “Your approach to handling that difficult client conversation really helped preserve the relationship whilst addressing our concerns.”

The Power of Small Gestures

Recognition doesn’t always have to be formal or grand. Sometimes the most meaningful recognition comes from small, genuine gestures:

• Acknowledging someone’s idea in a meeting and attributing it to them
• Sending a brief email highlighting someone’s contribution
• Mentioning someone’s good work to their peers or your manager
• Taking time to understand and acknowledge different working styles
• Celebrating progress and effort, not just final outcomes

Cultural Considerations

We must also consider how cultural backgrounds influence preferences for recognition. Some cultures value individual recognition, whilst others prefer team-based acknowledgment. Some appreciate public praise, whilst others find it uncomfortable.

As inclusive leaders, we need to understand these differences and adapt our recognition approaches accordingly. This might mean having conversations with team members about their preferences or observing how different people respond to various forms of recognition.

The Attribution Challenge

Another common bias in recognition is attribution – how we explain success and failure. Research shows that we often attribute men’s successes to their skills and abilities whilst attributing women’s successes to luck or extra effort. Similarly, we might attribute failures differently based on someone’s identity.

We need to be mindful of these attribution patterns and ensure we’re recognising the true drivers of success. When someone achieves something significant, we should acknowledge their skills, effort, and strategic thinking, regardless of their identity.

Building a Recognition Culture

Creating fair recognition isn’t just about our individual actions – it’s about building a culture where recognition flows naturally and equitably. This means:

• Training team members to recognise and appreciate diverse contributions
• Creating systems that surface contributions from all team members
• Encouraging peer-to-peer recognition alongside leader-to-team-member recognition
• Regularly discussing and evaluating our recognition practices as a team

The Long-term Impact

When we recognise people fairly, we’re not just making them feel good in the moment – we’re building their confidence, reinforcing their sense of belonging, and encouraging them to continue contributing. We’re also sending a message to the entire team about what we value and who we see as valuable.

This creates a positive cycle. People who feel recognised are more likely to engage fully, take risks, and contribute their best ideas. They’re also more likely to recognise and support others, creating a culture of mutual appreciation and support.

The question we must ask ourselves is: Are we creating this positive cycle for everyone on our team, or are we inadvertently creating a system where some people receive recognition whilst others remain invisible?

Fair recognition is both an art and a discipline. It requires conscious effort, regular reflection, and a commitment to seeing and valuing the full spectrum of contributions our team members make.

What patterns have you noticed in how recognition gets distributed in your workplace? Please share in the comments.

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This article is adapted from my upcoming book “Practising Inclusive Leadership – 10 Habits to Bring Out the Best in Everyone, You Included.”

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