Some gongs are bigger than others

The transport and logistics sector is awash with awards and there is a feeling that too many feel transactional, designed to sell tables, rather than recognise excellence.

The truth is that not all awards are created equally, and pretending otherwise helps no one.

Last week’s British International Freight Association (BIFA) awards, for example, got just about everything right.

Before entering anything, companies should scrutinise the judging criteria, assess whether it demands evidence rather than claims, and check whether the jury is credible, independent, and transparent.

If those elements are missing, consider walking away, because weak awards risk diluting value rather than creating it.

When the process is rigorous, however, awards can send out an important signal.

Internally, recognition boosts morale, reinforces shared values, and gives people proof that their work has an impact beyond their desk.

In recruitment, they act as a shorthand for credibility, particularly for the next generation choosing where to invest their time and energy.

For clients, awards can help a business pass the “sniff test”, reducing perceptions of risk and easing decision-making in new business transactions.

In short, good awards help good companies grow, provided they are chosen with care.

This is why we never treat awards as a standalone activity when working with clients.

We start by looking at where a business wants to grow, whether a specific sector, geography, or capability.

From there, we identify awards that align with those priorities, rather than chasing recognition for its own sake.

This ensures awards support a wider public relations strategy, strengthening reputation in the places that move the business forward.

Our perspective is also informed by experience on the other side of the judging table.

Last year, I had the opportunity to step behind the wizard’s curtain and judge an award for myself.

The International Air Cargo Association’s Award for Inspirational Leadership was introduced last year to recognise leaders who actively encourage and support the next generation, something the logistics industry urgently needs.

The jury itself was drawn entirely from professionals aged under 35, meaning the assessment comes from those with direct experience of the challenge.

Together, we worked on the judging criteria, ensuring it focused on action, impact, and evidence, and that it was available to all potential nominees.

Applicants were asked for detailed case studies rather than polished narratives, which immediately raised the quality of submissions.

The response was overwhelming, both in volume and in substance, proving there is real appetite for meaningful recognition.

When it came to deciding a winner, the jury agreed to be transparent on potential conflicts of interest, and discussion focused on the quality of the evidence within nominations as they matched the criteria.

Vitaly Smilianets, Founder and Chief Executive Officer of Awery Aviation Software, emerged as last year’s well-deserved winner, not because of his profile, but because of the strength of the case studies we were presented with.

The reaction from entrants and observers alike was strikingly positive, reinforcing trust in the process itself.

Awards only work when people trust how decisions are made.

When they are rigorous, transparent, and aligned with real business goals, they reward behaviour that strengthens companies and industries alike.

That is why we take awards seriously, why we question them carefully, and why we tell clients that some gongs are bigger than others.

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