Appreciation is Essential

Cathie Leimbach • October 18, 2022

Human beings are emotional beings. For emotional and mental health, we require affirmation that we are valued as a person.  To be engaged at work, we also need to know that we are valued for the contributions we make to the organization’s success.  Yet, studies show that 40 to 65% of the workforce has not felt appreciated at work in the past year. 

When employees don’t FEEL appreciated and valued at work, they are 5 times as likely to be disengaged, 74% more likely to be looking for another job, and 27% more likely to be struggling in their personal life. The resulting depression and poor workplace productivity lead to lower self-esteem, poorer quality relationships, and declining physical health.

Many leaders think they are showing appreciation, yet their employees aren’t feeling valued. Generally this is because we, as leaders, aren’t being intentional enough in how we recognize our team members.

Effective recognition is not everyone getting a standard gift on their 5th anniversary at the company or being chosen as this week’s recipient of their supervisor’s thank you note through the company’s digital peer-appreciation portal.   Effective appreciation is fulfilling, authentic, equitable, and personalized.

Fulfilling – Appreciation involves feeling. The method of showing appreciation must help the recipient feel valued and fulfilled. Different people value different forms of appreciation differently. Discover which of the following mean the most to each team member and thank them accordingly. Is it words of affirmation, quality time, acts of service, gifts, or physical touch?

Authentic – Leaders must truly believe in the recognition they are giving their employees. Through the leader’s body language, tone of voice, and everyday attitude towards employees, team members discern whether their leader is being sincere Only sincere appreciation helps employees feel valued.

Equitable – Everyone deserves frequent and honest appreciation and feedback. It is effective to recognize different people in different ways to suit their preferences.  However, it is not okay to recognize some people daily and ignore others altogether. If you have an employee who truly is not adding any value in the workplace nor exhibiting any positive behaviors, why are they on your payroll?

Personalized – When you are recognizing an individual, be specific about a way they had energy to the team or a recent time they completed an important project very well and on time. Don’t simply point out that their team gets good results. Let them know that you are paying enough attention to them that you see something they are personally contributing.

To lead with excellence, leaders need to be worthy of followers. Showing appreciation to every team member so they Feel valued is an essential aspect of leadership. 

Which of the 4 characteristics of effective appreciation are you already doing well? Which aspect will you focus on improving this week?  

“All Good” is Never a Good Response

By Cathie Leimbach • October 6, 2026
“All good,” they said. But Sarah wasn’t so sure. In the team meeting, just two people did most of the talking. Team members who once offered ideas just waited for the meeting to end. Three people called in 'sick' on the day of our monthly planning and progress-review meeting. Today was just another day with her disengaged team. Sarah realized that whenever she asked others how things were going, she got the same response: “All good.” It never failed that within a day or two of what seemed like positive feedback, a problem surfaced. It might be that they didn't know how to proceed with a new project. Or they were trying to hide a mistake they made. Things definitely were not "All Good". Then, she thought about the questions she usually asked. “Everything on track?” “Will that be ready by Friday?” She wanted to know how her people were progressing with their work. But she had asked closed-ended questions, so she got brief responses that told her nothing. At her next one-to-one, she asked, “How have things been for you lately?” “Fine. Busy.” She almost moved on. But, instead, she dug a bit deeper. “What’s been making things especially busy?” This time, the answer was different. There were competing demands she hadn’t known about. A concern that had gone unspoken. And a feeling that nobody really talked anymore unless they needed help with something urgent. This one conversation provided important information. It gave her a place to start moving forward to improve engagement and results. If you can relate to Sarah's struggles, here are some tips to help you stay on top of how your employees' work is truly going. Absenteeism and disengagement can have many causes. We can't begin to understand them by accepting thoughtless answers. We need to create an environment where people feel comfortable sharing what’s really happening. Interpersonal rapport is essential. It grows through small moments: asking a thoughtful question, listening without rushing to solve a concern, remembering what someone said, and checking back. This week, try asking a couple of specific open-ended questions such as: “What’s been going well for you?" And "What’s been difficult?” Let the answers guide your next questions. Give the person room to share. Then, a few days later, follow up. “You mentioned the client report deadline was going to be hard to meet. How’s it going?” Then, "What help do you need?" When you take a few minutes for such check-ins, employees feel more supported than if you just ask, “How are you?”, as you are walking by. It indicates: I heard your concern. I remembered. I’m interested. I want you to succeed. Your team members are more likely to get involved, be honest with you, and share ideas when they feel heard and connected to the people they work with. Want to get more comfortable starting those conversations? Join our Workplace Conversations Clinic on October 19 to practice building interpersonal rapport through conversations that matter.  Reserve your place → [registration link]

Same Conversation, Different Expectations: Why One-on-Ones Need a Clear Close

By Cathie Leimbach • September 29, 2026
Jason left his one-on-one feeling encouraged. His supervisor, Ellen, had listened as he described competing deadlines and his interest in becoming a team leader. They talked about the possibility of shifting some of his workload. Ellen also suggested that training might help him prepare for a leadership role. "Let's work on that," she said. Jason thought help was coming. Ellen thought Jason would bring her a plan. Two weeks later, the deadlines were closer. Nothing had been reassigned. Neither had looked into training. During their next one-on-one, Ellen asked how things were going. "I'm still waiting to hear which project you want me to focus on," Jason said. "I thought we agreed that you would work that out." "And the leadership training?" "Did you find a course?" Jason paused. "I thought you were going to recommend one." They had discussed the same topics. They had left with different expectations. Neither intended to let the other down. But they hadn't agreed on who would do what, or when. Turn a Good Conversation into Clear Next Steps Listening matters. So does what happens after you listen. Before you end your next one-on-one, take a few minutes to make sure you and your employee understand what comes next. Talk about priorities. If everything can't be done at once, agree on what comes first. Ask what might get in the way, and what support would help. Make room for professional growth, too. What does the employee want to learn? What responsibility would they like to prepare for? Identify a step you can each take to move that development forward. Then write down your agreements. Keep the notes simple: what needs to happen, who will do it, and by when. Include your own commitments. Putting It Into Practice Ellen and Jason tried again. "The client proposal comes first," Ellen said. "I'll talk with Marcus today about taking over the weekly report. By Friday, I'll let you know whether he can." "I'll find two leadership courses before our next meeting," Jason said. "Then we can talk about which one fits." Both Jason and Ellen knew what to do next. The following week, both reported their findings and they made decisions on how to move forward. Jason’s work became more aligned with Ellen’s departmental goals. Jason felt valued and appreciated. Their weekly one-to-ones became the backbone of their workplace success. Want to Make Your Workplace Conversations More Productive? Join us for the Workplace Conversations Clinic on October 19 . Bring a conversation you want to handle more effectively, and let's work on making the next steps clear. Register Here