“Celebrating mediocrity isn’t encouragement—it’s an apology for setting the bar too low.” Companies love to shower applause on anyone who completes a task or meets minimum expectations. Every report, every small success, no matter how insignificant, seems to earn recognition. And they have a word for it “Small milestones.” Celebrate milestones. Not “small” milestones. But here’s the truth: constant praise for routine work creates a culture that confuses adequacy with excellence. Leaders who applaud mediocrity undermine real achievement, leaving top performers overlooked and uninspired. Handing out trophies for simply “doing the job” doesn’t motivate people to go above and beyond; it conditions them to settle for less. When Mediocrity is the Standard Consider a small manufacturing company that prided itself on a “culture of appreciation.” The CEO believed that praising all efforts, big or small, would boost morale and retain employees. So, at the end of every month, employees were publicly recognized for completing basic tasks: sales targets barely met, reports submitted on time, or attending every team meeting. Awards and certificates flowed like water. However, over time, something odd happened—high-performing employees began to disengage. They saw their peers getting the same accolades for meeting minimal expectations, while their own efforts to exceed goals went largely unnoticed. Eventually, these top performers began leaving for companies that appreciated real results. The company was left with a demoralized team where mediocrity had become the standard. In celebrating every small win, they had unwittingly set a culture where simply showing up was enough, and striving for excellence became irrelevant. How to Reward Excellence, Not Just Presence Leaders who want a culture of real performance need to rethink how they recognize achievements. Instead of giving praise for every small task, recognition should be reserved for efforts that drive the company forward and inspire others to aim higher. Reward the behaviours that drive good performance, and not the results per see. Always link the results to the behaviours, and think about Mr Strategy’s REACH model for rewarding excellence. The REACH Model to Reward Excellence 1. Raise the Bar. Establish clear, high standards that distinguish excellence from mere participation. Define what constitutes a remarkable achievement and make sure everyone knows that “doing the job” isn’t enough to earn applause. 2. Evaluate Impact. Recognize employees based on the impact they have on the organization. Did their work improve a process, increase revenue, or solve a tough problem? Rewarding impact, not just effort, sends a strong message about what the company truly values. 3. Acknowledge Innovation. Praise creativity and boldness. When employees take calculated risks or bring new ideas to the table, they’re adding more than routine effort—they’re elevating the company’s potential. Recognize that, and watch your team strive for more. 4. Celebrate Growth, Not Comfort. Focus on celebrating those who push themselves and grow, rather than those who stay in their comfort zones. Reward learning and resilience in the face of challenges, rather than rewarding just consistency. 5. Honor Team Excellence. Recognize team achievements over individual efforts when it contributes to larger goals. High-performing teams will outshine high-performing individuals when they work toward shared success. Using REACH, leaders make sure that praise and recognition are meaningful, driving employees to contribute at a higher level rather than coasting on basic competence. Questions for Leaders a) Are you recognizing employees for achieving meaningful outcomes, or simply for completing routine tasks? b) How often do top performers receive the same level of praise as those meeting minimum standards? c) What kind of culture are you creating by rewarding mediocrity—one of excellence, or one of adequacy? Leaders, it’s time to raise the bar. If you want a winning team, stop handing out trophies for showing up. Use REACH to celebrate real accomplishments that add value to your organization. Inspire your team to aim higher by showing them that only meaningful impact earns applause. Win by creating a culture where excellence is the standard, not an occasional exception.

“An open door doesn’t guarantee an open mind; sometimes it just lets in the draft.” CEOs and managers love to boast about their open-door policies, imagining it’s a magnet for fresh ideas and honest feedback. But let’s cut through the corporate charade: an open door often leads to an empty room. Employees aren’t lining up to share groundbreaking concepts or candid concerns just because you left your door ajar. A case in point Take the example of a fictitious case of NileTech Solutions in Uganda. The CEO, Mrs. Achen, proudly maintained an open-door policy. She believed it fostered transparency and innovation. Yet, her staff felt otherwise. Joshua, a brilliant software developer, had an idea to streamline their flagship app for better performance on low-bandwidth networks—a game-changer for rural users. But he hesitated to walk into Mrs. Achen’s office. Why? Previous attempts by colleagues to share ideas were met with dismissive nods and swift changes of subject. Joshua kept his idea to himself, and the company missed out on a significant market advantage. An open door in theory doesn’t eliminate the walls built by hierarchy, past interactions, and cultural norms. In many workplaces, respect for authority can translate into reluctance to speak up. Employees may fear being perceived as overstepping or worry about potential repercussions for challenging the status quo. Questions for leaders Are you approachable, or just accessible? Being physically available isn’t enough. Do your actions encourage dialogue, or do they shut it down? What past behaviors might be silencing your team?Reflect on how you’ve responded to feedback before. Dismissiveness breeds silence. How can you actively dismantle barriers to open communication?It’s on you to create an environment where voices are heard without fear. An open-door policy is progressive in theory but often mere lip service. To foster true innovation, leaders must actively create a culture where every voice matters by stepping out and engaging with their people. Mustapha.B.Mugisa -Mr.Strategy Tweet Mr Strategy’s recommended engagement model Ditch the passive open-door policy for an active engagement strategy. Walk the Floor Regularly. Leave your office and interact with your team in their space. This diminishes the formality that stifles open conversation. Host Idea Sessions. Organize informal meetings where team members can share thoughts without the pressure of a formal setting. Make it clear that all ideas are welcome. Provide Anonymous Channels. Recognize that some employees may never feel comfortable speaking up openly. Offer ways to submit ideas or feedback anonymously. Act on Feedback. Demonstrate that you value input by implementing viable suggestions and acknowledging contributions publicly. An open-door policy sounds progressive but often amounts to little more than corporate lip service. To truly foster innovation, leaders must proactively create a culture where every team member feels their voice matters. It’s time to step out from behind that open door and engage with your people. Mr. Strategy

What you see in these images is an unfiltered view of neglect, pure and simple. No glossy edits, no sugar-coating. The first image shows fish swarmed by flies, abandoned in the open—neglected and ignored. It’s more than just food rotting and then waiting for sun to dry the rot off! I see it as a clear failure of responsibility. The second photo isn’t much better, a bucket of the same fish (but now dried) packed away as if containment is enough to fix the underlying problem. Buyers see the fish in the bucket and buy the delicacy, some eat it instantly! This isn’t just about fish. It’s about how we deal with the things we’re responsible for. If you can’t handle what’s in front of you, no amount of “sealing it away” will fix the deeper issues. It’s the same in business, in leadership, and in life. Neglect creates problems. Turning a blind eye doesn’t make the flies disappear. You either clean up, step up, or deal with the mess. This fish can be better processed for improved quality.