Jacqui d'Eon - Blog #recognition

Your Culture Lives in the Middle

Wed, 18 Mar 2026 15:22:02 -0400

You have the posters. Your mission statement is a masterpiece. Your organization has a culture manifesto. Yet, day after day, the way work actually happens tells a different story.

Culture isn’t what you write on the walls—it’s what people live every day. And the people who shape that lived experience are often your middle managers.

They lead teams, run projects, train new employees, and translate the tone set by the C-suite into daily reality. They are the real guardians of your culture.

Consider this example: a middle manager in a growing firm noticed that her team was routinely skipping debrief sessions because deadlines were tight. The culture document emphasized collaboration and learning, but pressure from above made it feel impossible to honour that value. She decided to push back. She convinced her director to allow her team to take time for retrospectives.

The result? Problems were caught earlier, meaningful conversations happened, work processes streamlined, and productivity actually improved.

That’s culture in action: small, deliberate choices that reflect the values you’ve set when middle managers have both permission and support to uphold them.

If middle managers don’t experience the culture you intend or don’t have the power to influence it, your organizational values exist only on paper. Instead of a cohesive culture, you get a fractured mosaic: work gets done, yes, but engagement, morale, and long-term performance suffer.

This isn’t about middle managers being unwilling or ill-intentioned. It’s about pressure. They are tasked with delivering results while absorbing expectations from above. Structural barriers often prevent them from nurturing culture, and when no one rewards that effort, they make the pragmatic choice: prioritize tasks over people.

The solution is simple in principle but requires commitment: if you want a high-performing organization where culture thrives, you must support the middle managers who make it real.

Here’s how:

Define expectations clearly: Spell out the behaviours you want managers to model and the acceptable compromises.
Coach to succeed: Equip managers with the skills to handle tough conversations, performance issues, and team challenges.
Measure and reward behaviours that matter: Evaluate managers not just on results, but on how they lead, develop people, and uphold culture.

Supporting middle managers doesn’t just protect culture; it amplifies it.

When they have the tools, permission, and recognition to uphold values, every decision they make reinforces the culture you’ve declared, turning your vision into everyday reality.

Culture isn’t a poster on the wall. It lives in the daily choices of your middle managers, and in the support you give them to make the right ones.

The Recognition Formula That Actually Works

Wed, 18 Feb 2026 14:15:00 -0500

In our fast-paced world, it's easy to get caught up chasing the next goal and forget to celebrate the wins along the way.

However, recognizing achievements isn't just nice to have. It's a powerful motivator that fuels continued progress and creates the kind of workplace where people actually want to show up.

Identify the Moments Up Front

When you kick off a project, map out the milestones that matter. Then assign someone on the team to handle the celebration. Without this, trust me, the moment will pass you by.

It's that simple: no owner equals no recognition.

Know What Will Be Appreciated

Recognition done wrong feels like punishment. Take time to learn how your team members prefer to be acknowledged.

For some, a heartfelt thank you from the right person is gold. It signals that their effort matters and their work is significant. Others appreciate tangible tokens or gifts.

There's no one-size-fits-all here.

Deliver at the Right Time

Timing is everything. The closer your recognition is to the achievement, the more powerful it feels.

Instantaneous is ideal (though not always realistic). Wait too long and the moment passes. Late recognition can feel like an afterthought rather than genuine appreciation.

Use the Thank You Formula

When celebrating an achievement, help people understand exactly why they're being recognized. Here's a simple formula:

Say thank you and name the specific action: "Sally, thanks for speaking up at today's meeting."
Explain why it matters to you: "The points you raised are critical to the project, and I'm glad we had an opportunity to discuss them."
Highlight their specific contribution: "You showed real courage in raising some potentially controversial topics, and your diplomacy in doing so was remarkable."
Thank them again: "Thanks for making the meeting constructive and productive."

Of course, it's never too late to say thank you. But well-timed recognition builds stronger relationships and keeps momentum alive.

6 Checks Before Saying Yes to a New Role

Wed, 14 Jan 2026 13:14:00 -0500

Moving into a new role can feel exciting and slightly terrifying, like switching from driving a familiar route to merging onto a highway you’ve never been on before.

If you’re considering a leap into a new environment, here are six factors to think through before you say "yes" (or before you update your LinkedIn headline).

1. Independence: How much room will you have?

Every workplace has its own version of "autonomy". In some roles, you’ll be trusted to set direction and run with it. In others, you’ll be expected to execute decisions made elsewhere.

Ask directly: What decisions will be mine? What decisions will I influence? What decisions are already decided before they reach me?

2. Influence: Don’t confuse title with power

Titles mean wildly different things depending on the organization. A "Head of" in one place might drive strategy. In another, it might mean "chief plate-spinner".

Look for the people with deep history and credibility. Build relationships early, listen hard, and learn how decisions really get made. Influence is earned faster when people feel respected, not "managed".

3. Success measures: What does “good” look like here?

You’ll be accountable for results, but the scoreboard may be different than what you’re used to. Some cultures reward speed. Others reward consensus. Some track everything. Others… track vibes.

Before you start, clarify what success looks like in the first 30, 60, and 90 days. And ask how accountability works on this team, in this organization, with these leaders.

4. Cultural fit: Can you be yourself and succeed?

Culture isn’t about whether they have free snacks or a “fun” Slack channel. It’s about what gets rewarded, what gets ignored, and what gets punished.

Check for alignment with your core values. If you feel like you’ll have to shrink, perform, or constantly translate yourself to fit in, that friction adds up fast.

5. Perceptions: What do people assume your role means?

Job descriptions are tidy. Real expectations are not.

People will have opinions about why you were hired, what you’ll "fix", and how you’ll operate. Get curious early: What do others need from this role to succeed? What are they hoping I’ll do (and not do)?

6. Passion: Will you actually want to do this job?

Engaged teams don’t happen by accident, and your energy matters more than you think. If you’re not genuinely interested in the work, the leadership load gets heavier.

Ask yourself: Does this role align with my strengths and challenge me in the right ways? Can I see myself growing here, not just surviving?

If you’re making a career transition and want a sounding board, let’s talk.

The Joy of Feedback

Tue, 10 Jun 2025 16:22:29 -0400

Let’s be honest, receiving feedback can feel uncomfortable. But with the right mindset, it can become not just fruitful, but even joyful.

The reality is, most people hesitate to give feedback. They worry about how it will be received or if their perspective is welcome. Imagine, though, if you could create an environment where those fears disappeared. The conversations would be richer, more honest, and far more rewarding.

Here are six ways to make feedback discussions with you safe, productive, and even fun:

1. Be Openly Curious

Show genuine interest in others’ perspectives. Focus on what you can learn, not just what you think you know. Curiosity invites openness.

2. Create Psychological Safety

Accept feedback without judgment or defensiveness. Build trust by connecting on a personal level, learning who they are, and sharing more about yourself. Let them know how you might react in certain situations and that you value their input, regardless of your initial response. I like starting new working relationships with a frank conversation that turns into a "user's manual".

3. Ask Thoughtful Questions

Use open-ended questions to invite reflection and deeper insight. Avoid yes/no questions to encourage others to share their reasoning and experiences.

4. Truly Listen

Listening isn’t just hearing words, it’s paying attention to tone, body language, and intent. Listen to understand, not just to reply. Often, good listening leads to even better questions.

5. Pause and Reflect

Don’t rush to respond. Take a moment - or even a day - to process feedback. Reflection helps you respond thoughtfully and make better decisions.

6. Express Gratitude

Thank those who give you feedback. A simple, sincere acknowledgment builds trust and encourages future honesty.

By creating a safe space for feedback, you not only grow yourself but also inspire others to do the same. Embrace these steps, and you’ll find that feedback becomes a source of joy, not just for you, but for everyone involved.