Everyone likes to be recognized. Feeling that your work makes a difference, that your effort is noticed, that your ideas echo. The recognition, when sincere, strengthens self-esteem, activates the sense of belonging and multiplies engagement. But, in environments where the leader's ego is the dominant force, even praise can be used as a manipulation tool.
I have observed leaders who, instead of recognizing merit as part of the culture, distribute praise as a form of domestication. The professional who delivers more — and more autonomously — is, subtly, ignored. He who shows blind loyalty, or that publicly reaffirms the authority of the boss, receives professional attention and affection. It's not about performance management, but narrative management.
“Behavior is shaped by its consequences.” B. F. Skinner
Psychologist B. F. Skinner, when studying operant conditioning, showed that human behavior can be reinforced by rewards. Leaders who use recognition as currency learn this in practice: they only praise what they want to repeat — even if what they want is not what is best for the company, but only to maintain his image of control and prestige.
The effect of this on those led is perverse. Professionals start working not for the purpose, but for the symbolic reward. Measure your words, your positions, even your ideas, based on what might please. And the environment, that could be creative, free and powerful, It becomes a game of pleasing and pleasing yourself. O desempenho vira performance política.
Se você está nesse cenário, vale refletir: o seu reconhecimento está vindo por mérito real ou por alinhamento estratégico ao ego de quem lidera? E mais — o que você está deixando de ser ou fazer para continuar sendo “reconhecido”? Essas perguntas podem doer, mas libertam.
Uma forma de sair dessa armadilha é construir uma fonte de reconhecimento mais ampla. Busque feedbacks reais com colegas, com clientes internos, com áreas parceiras. Reconheça você mesmo os seus avanços — documente, celebre, compartilhe. Quando a validação não vem apenas de cima, o poder do elogio condicionado se dilui.
Outra atitude poderosa é aprender a não se deixar capturar por elogios vazios. A leader who recognizes only when it suits him is not building trust — he is bargaining. And bargaining your authenticity for applause is too high a price.
True recognition strengthens, does not control. He frees, does not hold. When leadership understands this, culture flourishes. But when recognition turns into a trap, It is up to the leader to protect what is most valuable: your internal freedom to continue being whole.
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