Showing Appreciation to Your Employees

Cathie Leimbach • October 25, 2022

Many people who believe appreciation is important confess that they don’t know how to show appreciation in a way that is meaningful to their employees. Let’s look at some key factors for being authentically helping your team members feel valued.

Training for managers is a critical first step. Only when leaders buy-into the why of appreciation and have the necessary skills will they be confident and competent in this area.

There are 5 main types or languages of appreciation that help people to feel valued. Dr. Gary Chapman and Dr. Paul White have written a book and provide great resources on “The 5 Languages of Appreciation in the Workplace”. These are:

Words of Affirmation – Thank someone in-person one-on-one or in a group. Give them a thank you note on a card or Post-it. Send them a text or an email. Be sure to think quieter people one-on-one or in a very small group. More outgoing and confident people often enjoy being acknowledged publicly at a special event.

Quality Time – When an employee stops at your office with a question, turn away from your computer and put your pen down. Make eye contact so they know you are focusing on them. Spend coffee break or lunch with an employee or two.

Acts of Service – When a colleague has a big deadline and you have a light day, ask how you could help them for an hour. When an employee is taking cases of supplies to a community awareness event, take a few minutes to help them load their vehicle or hold the door when their arms are full.

Gifts – Only 7% of the workforce highly values gifts at work. Many of them feel valued with small gifts such as a gift card for their favorite coffee shop or a pad of nifty shaped Post-its.

Physical Touch – Yes, physical touch helps people feel valued, but, it isn’t a preferred language of appreciation at work. However, workplace belonging a rapport are enhanced by handshakes, fist bumps, and high fives.

Senior leaders modeling effective appreciation behaviors is also important. When managers and supervisors are the recipients of authentic appreciation, they are much more likely to support their employees in similar ways. When managers and supervisors who appreciation, the employees are more likely to have stronger job satisfaction and productivity and are less likely to resign.

Human beings are emotional beings. When we feel valued, we are happier and add more value. What is one thing you will do this week towards appreciating your colleagues more? 

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

Want High-Performing Employees? Make Expectations Clear During One-on-Ones

By Cathie Leimbach • September 29, 2026
Sally appreciated that her supervisor made time for weekly one-on-ones. It made her feel valued. But after 18 months with Emerald Corp, something was missing. She rarely received feedback. Her supervisor didn’t tell her what she was doing especially well—or where she needed to improve. And although the company had promised continuing education when she was hired, no development opportunities had materialized. Sally loved learning. Several next-level positions interested her, but she knew she needed additional knowledge and skills. Meanwhile, two college classmates working in other departments had already been promoted. She was a fast learner. She was getting bored. And she was beginning to wonder whether she had a future at Emerald. So Sally started applying elsewhere. During Monday’s one-on-one, she asked her supervisor whether he would serve as a reference. He was stunned. “You’re doing well,” he said. “There are lots of opportunities for you here.” Sally asked whether he would support her applying for an internal position. “Well, you’re doing fairly well,” he replied, “but there are several things you could be doing better. You’d also need more experience or training before you’d be ready for the next level.” Sally was confused. “What should I be doing better?” Her supervisor mentioned a few areas for improvement. “Why haven’t you told me this before?” Sally asked. “No news is good news,” he replied. “You’re certainly not at risk of losing your job.” “But you’re telling me I’m not ready for a promotion. How am I supposed to improve if I don’t know what you expect?” Her supervisor assumed Sally would figure it out over time. Sally had assumed she was already meeting expectations. Both assumptions were costly. Within days, Sally had two interviews with other companies. One-on-Ones Should Help Employees Succeed Employees shouldn’t have to guess what high performance looks like. One-on-ones are an opportunity to make expectations clear and help employees become more successful. Talk about what they are doing well. Be specific about where improvement is needed. Ask about their challenges, interests, and future goals. Then provide the coaching, training, and support that can help them succeed. Don’t wait until an employee asks for a reference to talk about their future. Ask before you assume. Conversation is where leadership happens™ 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