Five years ago, when I began my work as a post-doctoral scholar, I accompanied a new research team to Louisiana for a project working with survivors of a flood disaster. Things were chaotic (we were in a literal disaster zone), and I wasn’t sure of my role or how I would fit in with this new team. Furthermore, seeing how much people lost, including loved ones, their homes, and everything inside, I felt a sense of shock, sorrow, and powerlessness. Members of our team worked long hours, trekking through mud, knocking on doors, and connecting the community with what it needed and identifying how we could help. I, however, was not one of the mud trekkers. I mostly worked from our hotel doing administrative-type tasks. I worried I wasn’t doing enough for this community and that I would be a disappointment to my team.  

On our last night in Louisiana, Dr. Jamie Aten, who was leading the project, delivered a handwritten thank you note to all 15 members of the team. Not only was he one of the tireless mud trekkers, he noticed how each person had specifically contributed to the project and took time to make sure we felt seen and appreciated. It was an extremely moving gesture, one that motivated me to do my best in whatever role I played on this team, knowing that it mattered to someone.

We now find ourselves in a collective, global disaster of sorts with COVID-19. Navigating the pandemic has challenged us all, though it has affected some more than others. In many ways, it has shone a spotlight on existing social and economic inequities, as disasters do. Some also have linked COVID-19 to a phenomenon dubbed “the great resignation,” whereby people are voluntarily leaving the workplace in massive numbers. This seems to be a time when people are evaluating their sense of meaning in life, including what work means to them. Given this context, how can we foster a sense of meaning within the workplace and other organizations?

One approach may be through the concept known as servant leadership, which is centered on putting the needs of others first. Servant leaders recognize the strengths, contributions, and value of others and use expressions of gratitude to highlight this. During a time when chronic stress and workplace burnout are at an all-time high, it is more important than ever for leaders to demonstrate gratitude toward others. Robert Emmons, a professor of psychology at the University of California-Davis who researches the psychology of gratitude, joy, and grace, defines gratitude as the ability to recognize the goodness in your life. Emmons says gratitude is a relationship-strengthening emotion because it requires people to see how they’ve been supported and affirmed by others.

Expressing gratitude increases stress-resilience in the face of adversity and trauma, and improves relationships with others in general and within organizations and groups. Grateful leaders offer an opportunity for improved workplace satisfaction and organizational culture. The simple act of expressing appreciation builds a sense of community, creates trust, and decreases work-related stress. Though organizational leaders play an important role in cultivating gratitude norms, you don’t need to be in a formal leadership position to be a gratitude leader.

Here are three science-backed tips for becoming a gratitude leader:

1. Turn inward to make it sincere. People can tell when an expression of thanks is not genuine. Take a moment to reflect on how you rely on the contributions of those around you using the subtraction method. What would be lost if a particular person were not part of your group?
2. Make it specific, timely, and people-focused. Try to go beyond a general “thank you for your work” that could apply to anyone. In what specific ways has an individual contributed to the group? It is also preferable to focus on commitment and effort (i.e., what the person did) rather than outcomes (i.e., results of what they did), which are many times related to factors beyond any one individual’s control.
3. Make it a habit. Though a single expression of gratitude can have a positive impact, that impact won’t last forever. Previous studies have shown that the effects of even the most powerful expressions of gratitude disappeared within six months. Challenge yourself to offer a sincere, specific “thank you” regularly, such as once a week or once a month.

If you are looking for ways to become a gratitude leader, please visit the Grateful Hawks Gratitude Resource Guide.