Tu jefe no te está dando suficiente reconocimiento. ¿Qué puedes hacer para obtener el reconocimiento que mereces?

- Open Communication between your Boss and yourself. - Connect with your Boss One on One and seek for feedbacks if any - Should be proactive in solving problems - Keeping the records of all accomplishments, exceeding expectations, positive feedbacks received from your customers - While showcasing all your accomplishments, you can also directly mention your desire for recognition for all your work

Maintain regular contact with your boss and keep him updated about your upcoming initiatives. Try to align with him on the tasks but maintain your own unique approach to accomplish these tasks.

Com base na minha experiência, algumas atitudes podem ajudar a receber reconhecimento do gestor imediato. Primeiro, agende uma reunião profissional para discutir suas preocupações e compartilhe exemplos específicos de suas contribuições. Seja proativo, assumindo responsabilidades extras e contribuindo para o sucesso da equipe. Comunique suas realizações de forma eficaz, compartilhando relatórios e atualizações de projetos. Busque feedback do gestor sobre seu desempenho e mantenha relacionamentos positivos com colegas e clientes. Se mesmo assim não receber o reconhecimento desejado, considere explorar outras oportunidades dentro ou fora da empresa.

Nicht ihr Chef hat als Person Erwartungen, sondern es werden auch Erwartungen an ihren Chef gestellt, zum Beispiel, dass ein Projekt oder eine Abteilung oder ein Unternehmen Erfolg hat. Sie wurden angestellt, um innerhalb dieses Konzepts Leistungen zu bringen und für Erfolg zu sorgen. Hinterfragen Sie sich also erst mal als erstes ob sie zu 100% oder vielleicht sogar 110 % der Positions-Beschreibung entsprechen und alle notwendigen Erwartungen erfüllen.

Ensure that there is a clear and open line of communication between you and your boss. Regularly check in with them to discuss expectations, progress, and any potential challenges. Recognize that expectations may evolve over time, especially in dynamic work environments. Stay adaptable and be open to adjusting your focus and priorities based on shifting organizational goals or external factors. Actively seek feedback on your performance. Regular check-ins and performance reviews are valuable opportunities to understand where you excel and where you can improve. Cultivate a positive and collaborative relationship with your boss. Understand their communication style, preferences, and priorities, professionally as well as personally.

When presenting your achievements, consider the preferences and interests of your audience. Whether it's your boss, team members, or a wider audience, tailor your communication style and content to resonate with them. Whenever possible, quantify the impact of your achievements using measurable metrics. Enhance your presentations with visually appealing elements. Use charts, graphs, and other visual aids to illustrate your achievements. In addition to highlighting successes, share insights and lessons learned from challenges or setbacks. Utilize multiple channels to showcase your achievements. While highlighting your achievements, maintain humility and express gratitude to those who contributed to your success.

Es zählen nicht ihre persönlichen Erfolge, sondern die Erfolge des ganzen Teams, der Abteilung oder des Unternehmens. Danach können Sie sich überlegen. Zu welchen dieser Erfolge haben Sie realistisch maßgeblich beigetragen.

Don't wait for formal performance reviews to seek feedback. Proactively request feedback on an ongoing basis, showing your commitment to continuous improvement When seeking feedback, be specific about the aspects you'd like insights on. Whether it's related to a particular project, a specific skill, or your overall performance, asking targeted questions helps you receive actionable feedback that you can apply directly to your work Foster a culture of open communication and mutual feedback within your team or organization When receiving feedback, demonstrate your commitment to growth by implementing suggested improvements In addition to reflecting on past performance, encourage feedback that focuses on your future growth and development

If there is not MUTUAL trust and respect then you need to move your job to someone else. This is the most likely outcome of such situations. If there is mutual trust and respect OR YOU THINK YOU CAN BUILD IT, then either start to build it or have a frank conversation right away if it’s already there. Doing anything else is just dancing around the issue.

Authenticity is key to building trust and positive relationships. Be yourself, share your thoughts and experiences genuinely, and avoid portraying a facade. Demonstrate empathy by actively listening to your boss and colleagues. Understand their perspectives, acknowledge their feelings, and respond thoughtfully. Establish a reputation for reliability and consistency. Deliver on your commitments and meet deadlines consistently. Acknowledge and celebrate not only individual achievements but also the success of the team. Understand that people have diverse personalities, and building positive relationships requires adaptability. Actively contribute to creating a positive work culture within your team or organization.

To gain recognition from your boss: 1. Keep track of accomplishments. 2. Share updates on achievements. 3. Seek regular feedback. 4. Take on challenging tasks. 5. Foster positive relationships. 6. Initiate problem-solving. 7. Offer solutions to issues. 8. Network with key figures. 9. Discuss concerns respectfully. 10. Evaluate alternative options if needed. These steps can help highlight your contributions and demonstrate your value within the organization, potentially leading to increased recognition from your boss.

Geld war, wenigstens vor einigen Jahren, für die meisten Angestellten nur an siebter Stelle als Grund für die Zufriedenheit im Job. Möglicherweise hat sich das geändert. Aber wenn Geld ihre Hauptmotivation ist für den Job, dann sind sie wahrscheinlich im falschen Job.

Nein. Machen sie sich nicht so abhängig von ständigem Würdigen ihrer Leistungen. Das ist eine Gen Y- bzw. Millenial-Sucht. Man wächst nicht dadurch, ständig gelobt zu werden, sondern man wächst an konstruktiver Kritik. Wenn alle alles und jeden gut finden, dann senkt sich die Gesamtleistung in einer langsamen Abwärtsspirale.

There are 3 dimensions to this: 1) ‘Do well. Tell well’ is an important principle to remember. Do a great job. Communicate it eloquently to your eco-system in simple ways. Don’t belabour. 2) Get used to renunciating credit to team and taking ownership for their failures. Only path to Level 5 leadership. 3) Constant Recognition seeking is Dopamine hunger. Figure out other ways to satiate it, like exercise, routine, learning new skills, hobby etc.,

In my experience, if you perform and your boss is not recognising you, this could be office politics. There is nothing we can do. Leaders and motivation speakers talk a lot about it but in reality people leave those places and join better places.

I feel the performance of a leader is shown by the results of their team. It is never about me; it is always about the team. If the team is performing well, has good motivation, and is building the future of the organization, the leader is performing well. Unfortunately, office politics plays a role in larger organizations and there is simply no denying that. If your boss is too self-focused to notice the job you have done or the hard work your team has done, it is up to you as their leader to continually speak for your team. Let your team know how much they mean to the organization, how much you care about them, and the great work they have done. Do not let your bad boss trickle down to your team.

Generally speaking, don't work for recognition or you will be disappointing. In my experience, that's a great mindset to have. I recall a quote from Carlos Ghosn : "If you want recognition, buy yourself a dog".

Sorry mate… my motto is I let my works speak for me… I want to share it to… I made it myself… 2 types of workers in this world of ours… 1 - the one that works they’re way out of which I belong And 2 - the one that talks they’re way out… they’re are plenty 😜😜😜