The project presentation went perfectly. Your team delivered something exceptional, and everyone knows it. As the meeting wraps up, you have a choice: step into the spotlight alone, or make sure the right people get recognized for what they actually built.
“I want to acknowledge Sarah’s insight about the user flow—that’s what made this whole approach possible,” you say. “And Mike’s implementation work is why we could deliver this so quickly.”
You watch their faces light up. Not because they’re fishing for compliments, but because their contribution is being seen. Recognized. Valued.
This isn’t about being nice. It’s about understanding something fundamental: everybody needs their success.
The Emotional Economy of Work
In systems that reward perception and position, people are constantly looking for their win—to feel competent, trusted, appreciated. When they don’t get it, something predictable happens: they start acting out. Defensiveness. Politics. Quiet sabotage.
Not because they’re bad people, but because recognition is psychological survival in professional environments.
The project lead who takes credit for the technical specialist’s breakthrough learns this the hard way. Next time, that specialist remembers what you do with their ideas and won’t let you have access. The manager who frames every team success as their strategic vision discovers that people stop bringing their best thinking.
But when people feel seen for their real contributions, they relax. They open up. They bring more.
The Two Simple Rules
Don’t take wins that don’t belong to you. The idea wasn’t yours, the implementation wasn’t yours, the client insight wasn’t yours. Taking credit for what you didn’t do creates enemies and closes doors.
Sometimes give someone else the win. Let them present the solution. Frame the approach their way. Acknowledge their role publicly. When people feel genuinely appreciated, they stop fighting. They stop obstructing. That creates room for everyone to succeed.
When You’re the Manager
This becomes part of your practice. You highlight individual contributions in meetings. You let team members present their own ideas to leadership. You say “I would have never thought of that” when it’s true, because it usually is.
“The client breakthrough came from Janet’s research” instead of “We found some interesting client insights.”
“Tom’s approach to the integration problem saved us weeks” instead of “We solved the technical challenges.”
Your job isn’t to be the star. It’s to make stars.
When You’re the Peer
Recognition works horizontally too. In team meetings, in casual conversations, in emails to leadership—you acknowledge what people actually contributed.
“That’s a brilliant point, Marcus.”
“Lisa’s work on this made all the difference.”
“I learned something important from how David approached this.”
It costs you nothing to recognize someone else’s thinking. It costs you everything to pretend their ideas are yours.
The Strategic Insight
In rooms where everyone feels like they’re losing, nothing moves. In rooms where people feel seen and useful, that’s where the best work happens.
When you ask yourself “Who else needs a win here? What would it cost me to give it to them?” the answer is often: nothing. The return is trust, access, and flow.
That’s not weakness. That’s systems thinking.