Leading with Gratitude

About the Author

Adrian Gostick is a co-founder of The Culture Works, a global firm dedicated to helping organizations attract, develop, and retain great people. He has co-authored numerous New York Times and number-one Wall Street Journal bestsellers, including The Carrot Principle, The Best Team Wins, and All In. His works have been translated into more than 30 languages and have sold 1.5 million copies worldwide.

Chester Elton is also a co-founder of The Culture Works and has a significant following on LinkedIn, with more than 700,000 followers. He has been described as the “apostle of appreciation” by Canada’s Globe and Mail, “creative and refreshing” by the New York Times, and a “must read for modern managers” by CNN.

Main Idea

In Leading With Gratitude, Adrian Gostick and Chester Elton present the compelling case for incorporating gratitude into leadership practices. They argue that showing gratitude is one of the simplest, most inexpensive, and effective ways to enhance employee performance, reduce turnover, and strengthen team bonds. Despite its benefits, many leaders fail to utilize this tool effectively due to prevalent myths about management and motivation. The book identifies these myths and introduces eight practical strategies that leaders can adopt to show employees they are valued.

Table of Contents

1. Introduction
2. The Gratitude Gap
3. The Negativity Bias
4. The Payoffs of Getting It Right
5. The Ingratitude Myths
6. The Eight Most Powerful Gratitude Practices
7. Conclusion

The Gratitude Gap

Gratitude is often misunderstood and underutilized in the workplace. Research shows a significant deficit of gratitude in professional environments, despite its clear benefits. A recent study found that people are less likely to express gratitude at work than anywhere else. This discrepancy, known as the "gratitude gap," reveals that while leaders recognize the importance of gratitude, they often fail to practice it effectively.

"People are less likely to express gratitude at work than anyplace else." — Gostick and Elton

Employees crave appreciation, with 81 percent saying they would work harder if their boss showed more gratitude. Furthermore, 96 percent of men and 94 percent of women acknowledge that a grateful boss is more likely to be successful. Developing genuine gratitude involves observing employees' efforts, empathizing with their challenges, and expressing heartfelt appreciation for their contributions.

The Negativity Bias

Humans have a natural tendency to focus more on problems and threats than on positive occurrences. This "negativity bias" can cause leaders to overlook opportunities to express gratitude. In high-stress environments, where problems and threats are abundant, it’s easy for managers to focus solely on issues rather than recognizing their team's achievements. However, balancing problem-solving with gratitude can significantly improve team morale and productivity.

"Gratitude has the power to energize. In the face of brokenness, gratitude has the power to heal." — Robert Emmons, University of California, Davis

The Payoffs of Getting It Right

Leaders who master the art of gratitude see tangible benefits, including higher profitability, increased customer satisfaction, and greater employee engagement. A study involving 200,000 people found that managers who show gratitude lead teams with significantly better business metrics. Gratitude helps leaders gain a deeper understanding of their team’s contributions and obstacles, enabling them to reinforce positive behaviors and address issues more effectively.

payoffs from practicing gratitude include:

• Teams with higher overall business metrics, including up to two times greater profitability
• 20 percent higher customer satisfaction
• Significantly higher scores in employee engagement, including trust and accountability

The Ingratitude Myths

Gostick and Elton debunk several myths that prevent leaders from effectively expressing gratitude: