Then we find out he’s taking the day off. Tuesday. The day we need him.
I don’t say anything. But I file it.
Is that fair? Or am I just being judgmental?
Here’s the thing.
Adults who feel compelled to solicit recognition for something they didn’t earn (like surviving another trip around the sun) might be telling you something important about where they source their sense of worth.
And if that source is external? If they need you to validate them? Then you have to ask a harder question:
What happens when their need for recognition collides with the mission?
In leadership, that collision is inevitable.
I wasn’t sure if my instinct was justified, so I looked into it.
Psychologist Ramani Durvasula, who studies narcissistic behavior, puts it simply: most healthy adults have a “take it or leave it” attitude toward their own birthdays. They appreciate kind gestures if they come. But they’re not waiting on cake and streamers. And they’re definitely not throwing a fit if they don’t get them.
The research on attention-seeking behavior connects persistent self-promotion to deeper issues: low self-esteem, insecurity, and in some cases, personality disorders. The need for external validation isn’t just a quirk. It’s a signal.
One study followed teams over time and found something predictable: leaders who prioritize their own interests over the group’s eventually get seen for what they are. Their effectiveness ratings tank. The researchers didn’t sugarcoat it: if your people sense you’re in it for yourself, they stop following.
The research doesn’t say “birthday over-celebrator equals bad leader.” But it does say this: people who consistently prioritize self-validation over collective purpose erode trust.
And trust, once eroded, doesn’t come back easily.
In combat, you need leaders who will make decisions that cost them credit, recognition, or comfort for the sake of the mission and the men. A leader who needs to be seen, thanked, and celebrated? That’s a liability when the hard calls come. When the mission says go left, and the ego says go right, you’d better know which one wins.
The executive who needs the staff to acknowledge his birthday is often the same executive who chases the flashy acquisition that gets press over the boring operational fix that actually saves the company. Ego-driven decisions look visionary right up until they don’t. By then, everyone else is cleaning up the mess.
Public servants who need the spotlight tend to make policy that looks good rather than policy that does good. The photo op becomes the priority. The metrics get gamed. The mission gets lost.
On a team, it’s simpler. Does this person show up for the team? Or do they need the team to show up for them?
The birthday tell is just one data point. But it’s an early one.
A few caveats. Nothing about human behavior is absolute.
Landmark birthdays are different. Turning 50. Turning 75. There’s something about marking a half-century that’s less about validation and more about mortality, reflection, transition. That’s fair game. Not the same as needing applause for turning 34.
Also, when others initiate the celebration, that’s not the same. If your team wants to throw you a party, that’s affection flowing toward you. Receiving it gracefully isn’t the same as demanding it. The red flag is the solicitation, not the celebration.
And quietly taking a personal day isn’t the tell either. The distinction is between using your PTO however you want and requiring acknowledgment. One is healthy. The other is the flag.
But taking a day off when the team is counting on you? When you know you’re needed, but you insist your own celebration is more deserving? That’s a different move. That reveals something.
This is a marker, not a verdict. Attention-seeking behavior
One behavior doesn’t always define someone, but patterns do. Does the birthday thing fit a larger picture? Does this person also need credit for ideas? Can they share the spotlight? Do they take feedback as a personal attack? Then you’re seeing something real.
The birthday thing isn’t strictly about birthdays.
It’s about where someone sources their sense of worth.
So go celebrate.
But watch for those who need to be celebrated.
Because when it’s decision time, and the mission and ego are sitting on opposite sides of the table, you want to know which one they’ll choose.
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Tegan Broadwater spent 13 years with the Fort Worth Police Department, including two years assigned to the FBI working deep undercover inside a violent Crip organization. That operation, detailed in his book Life in the Fishbowl, resulted in 51 convictions. He has since founded Tactical Systems Network, an armed security & protection firm primarily staffed by veterans, is a creative writer and musician, and hosts The Tegan Broadwater Podcast. All book profits benefit children of incarcerated parents. Learn more at TeganBroadwater.com
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