Gratitude is all in the timing

At ConantLeadership, we're committed to lifelong learning and continuous improvement. In service to your leadership growth, each month we curate this digest of timely resources from around the web to:

Share actionable advice from top leadership luminaries
Celebrate a range of viewpoints (inclusion is not an endorsement)
Contextualize workplace trends through a leadership lens
Illuminate cultural recalibrations in the world of work
Support your personal development in life, leadership, & beyond

**Editor's Note: ConantLeadership is closed 12/24/24 through 1/1/25. This newsletter will be on hiatus in December, 2024 and will resume with the January 31, 2025 edition.

Gratitude Is All in the Timing

The authors of this Harvard Business Review piece on how to show gratitude more effectively say there is a "gratitude gap" in the workplace: "People yearn to receive gratitude from their bosses," with a majority of employees reporting that "they would feel better about themselves if their boss were more grateful," and that "they would work harder" for a superior who expresses thanks—yet "genuine gratitude at work is surprisingly rare." The authors say that leaders must close the gap, not only by being more intentional about saying thank you in general, but also by heeding advice about when to express gratitude. Research shows: "Thanking people after they engage in their tasks does not provoke the same resilience and perseverance as expressing gratitude before the task begins." This approach becomes doubly effective with more harrowing projects and stressful assignments because a pre-emptive thank you helps to "down regulate the negative emotions associated with the difficult task before it actually occurs," which provides fortitude to see it through. The authors share four keys to offering gratitude in advance.

1. Anticipate distress, difficulty, and unpleasant emotions. "Try to take on the perspective of your employee: What about what they’re being asked to do might be painful or difficult?" Address their perspective in your expressions of gratitude.

2. Show genuine gratitude. "Before the employee goes into a difficult and distressing situation, express genuine gratitude to them . . . use words that explicitly describe why the employee’s behavior matters and is impactful."

3. Check in after the situation. "Check in with the employee after the situation has concluded," and use "open-ended questions such as, 'tell me about how it went,' 'how are you feeling now?' or 'how can I best support you?'"

4. Cultivate a culture of gratitude. "Gratitude in advance is successful in part because it makes people feel a strong sense of collective social worth. They believe they are a valued part of the team and that their contributions to this team are meaningful, even when the tasks are difficult."

Get the full story here.

**For more on this, explore Doug Conant's thoughtful answer to the question "What are some innovative ways to recognize and celebrate team strengths?"

No Courage, No Leadership

"There has never been a more difficult time to lead," writes Darren Walker, the president of the Ford Foundation, in this New York Times piece urging leaders to muster the courage of their convictions. Walker observes a growing "crisis of leadership," in which leaders are overly worried about "the myriad ways in which our culture actively discourages the courage that is essential to effective leadership." He warns that boards are choosing leaders for the wrong reasons, "selecting leaders for safety," and "appointing executives who have assiduously avoided controversy rather than those more adept at managing it."

Walker says that this pervasive fear has virulently infected leadership roles: Managers worry "they will say the wrong thing," and perseverate over the risk of "recrimination and reprisal," which is rampant in a culture with a "collective intolerance for nuance and complexity." While he understand the risks of the cultural climate and knows why leaders may choose to keep their heads down, he firmly rejects the trend. He believes: "Leadership is an action, not a title," and "courageous, moral leadership demands more." He issues a bold call to action, reminding us that "fearless leaders have been essential to the survival" of our country since its inception, and we need "leaders focused on something bigger than the next earnings call or living in fear" of bad press.

Walker's message for leaders is to stand in their power, and "manifest a moral capacity to embrace the nuance and complexity to which we've become allergic." After all, "no courage? No leadership." The responsibility to usher in an age of "courageous visionaries blazing new paths" falls on all of us: "In the ways we lead, in the ways we choose our leaders, and in the ways we allow ourselves to be led." Get the full story here.

**For more on this, engage with our leadership resource which explains why courage is "the mother skill," the most essential leadership competency in the modern age.

Do Sweat the Small Stuff

"When we think about celebrating wins, we often imagine the big moments—hitting a major revenue goal, launching a new product or securing a massive client deal," but "these moments are rare, and waiting for them to boost your team’s morale can leave long periods where people are simply grinding," writes Jim Kaveney in this SmartBrief post on why you should sweat the small stuff. He says "the real fuel for retention and motivation lies in how we acknowledge and celebrate the small wins," not intermittently, but regularly, day in and day out. The cumulative effect of these smaller celebratory moments is a "path to sustained engagement" and higher performance over time. Kaveney offers five key insights for leaders looking to apply this approach.

1. Micro-wins build macro-retention. "The day-to-day acknowledgments—whether through a quick shout-out in a meeting or a note of appreciation—compound over time. It’s the consistency of feeling seen and valued that reduces turnover."

2. Small wins trigger a dopamine loop of motivation. "On a biochemical level, small wins aren’t just feel-good moments—they literally rewire the brain for success. Every time someone experiences a win, the brain releases dopamine, the 'feel-good' neurotransmitter that reinforces the desire to repeat that behavior."

3. Momentum is built with every acknowledgment. "Have you ever tried to push a car uphill? The hardest part is getting started, but once it’s rolling, momentum kicks in. The same is true in the workplace. Big wins don’t come from a single Herculean effort — they’re the result of sustained, incremental progress."

4. Recognition creates psychological safety, leading to innovation. "Many employees feel pressure to perform perfectly. This fear stifles creativity and inhibits innovation. When we celebrate small wins, however, we send the message that progress matters more than perfection."

5. Small wins allow a clear line of vision to bigger goals. "One of the biggest challenges a team can face is staying motivated when larger goals seem distant or even unattainable. Celebrating small wins helps connect the dots between daily efforts and long-term objectives."

Get the full story here.

**For more on this, explore our 6-step Blueprint process for lifting your leadership to new heights, which holds "Forget Perfection" as its central rallying cry and advocates an incremental, small-steps approach to reaching your goals.

Practice the Art of 'Savoring'

"Savoring is the deliberate act of lingering in the positive," writes Dr. Ivan Joseph in this blog post on the leadership power of being more present. Joseph says that savoring, "allowing yourself to truly experience and enjoy life's moments," is more than a "feel-good exercise," but rather a wise "performance strategy." When we hone the skill of 'savoring,' "we tap into reserves of optimism, boost our mental health, and cultivate the resilience we need to thrive, especially in high-stakes environments." Joseph's advice is not based merely on his own experience; science backs him up: When we luxuriate in a positive experience, our brains release dopamine (there's that "feel-good" transmitter again!) which helps us in key areas that give us a competitive leadership advantage. Dopamine "enhances motivation, reinforces positive behaviors, and builds pathways in the brain associated with hope and optimism," all of which are "essential for high performance." Joseph offers three ways for leaders to start savoring immediately.

1. Celebrate Wins—Big and Small. "Instead of rushing past achievements, take a moment to reflect on them."

2. Build Reflection Into Your Routine. "Leaders can emulate this by setting aside time for personal and team reflection during regular meetings by asking a simple question, 'What went well this week, and why?'"

3. Use Visual Anchors. "Whether it’s a photo, a thank-you note, or an award, these anchors help you revisit the feelings tied to your achievements. For leaders, displaying symbols of team success can serve as a daily reminder to appreciate the journey."

Get the full story here.

**For more on this, explore our advice for modeling the behavior of 'savoring' in our recent resource on how to promote self-reflection and growth in your team.

Purpose Makes You Live Longer

It's a question that has fascinated humanity for centuries: What's the secret to a long and fulfilling life? In this Greater Good Magazine coverage, Jill Suttie offers some illuminating insights into human lifespan: "A growing body of research suggests our social-psychological health matters when it comes to health and longevity," which means "that people who are more satisfied with life or have a stronger sense of purpose live longer than those who don't." And now, a new study reveals that purpose may be more important than satisfaction in predicting a long life. Researchers studying longevity found that "purpose was still important, no matter one’s life satisfaction—but life satisfaction wasn’t significant if someone had low levels of purpose," meaning that a purpose can buoy us towards longer life even during the inevitable downswings when our satisfaction may suffer. Why? One hypothesis is that "since purpose involves striving for something meaningful, it's more active than life satisfaction, which is more of a passive assessment of one's life situation." This doesn't mean satisfaction is irrelevant, only that it is more dependent on external factors, whereas purpose comes more from within, so it is "worth cultivating for its own sake," as it is shown to "energize and give hope even during those moments" when life's circumstances are less than ideal. Get the full story here.

**For more on discovering and articulating your purpose, check out our LinkedIn Learning course, "Finding Your Leadership Purpose with Doug Conant."

The 'EDGE' Framework for Stakeholder Relationships

The ability to "balance the needs" of a diverse constellation of constituents is "one of the main attributes that sets the world's best CEOs apart," say the authors of this McKinsey article on how to build lasting stakeholder relationships. Research shows that "the best leaders advance the aspirations of their companies and society at large" by engaging "a wide range of internal and external stakeholders," which requires CEOs who can effectively talk to "groups with disparate and at times competing interests." Based on their work with leaders in both the public and private sector, the authors have distilled the characteristics of "successful stakeholder engagement" down to a four-pronged framework called EDGE, short for "Expanded," "Distinctive," "Growth-oriented," and "Engaged."

Expanded: Embrace your role as a bridge to the outside. "CEOs around the world have been increasingly called to the public stage," and therefore "need to actively shape a consistent narrative, recognizing that internal communications will quickly reach external audiences and vice versa."

Distinctive: Become the 'storyteller in chief' of a singular, proprietary narrative. "There are some things that only the CEO can do. One of them is integrating the perspectives they gather into a distinctive narrative that excites and engages all stakeholders about the organization’s strategy and vision for the future."

Growth-oriented: Empower a team of ambassadors to articulate the company's story. "While some messages must come directly from the top, chief executives should not carry the responsibility alone. The best CEOs create a deep bench of leaders who can carry and cascade the core narrative."

Engaged: Maintain a consistent communication drumbeat, even during crises. "Have a yearlong view of the stakeholder management tasks the CEO will perform, including investor calls, customer visits, media engagements, and conferences. This agenda should take into account not only CEOs’ time availability but also their emotional energy."

Get the full story here.

**For more on this, read Doug Conant's advice for how to advance change by earning buy-in from a wide variety of stakeholders.

Create an 'Andragogical' Culture

"Andragogy" is "the method, technique, and practice of teaching adult learners," and leaders can learn a lot from its principles, says Yonason Goldson in this Fast Company piece on how to foster the crucial "self-motivation essential for adult learning." Leaders can create an 'andragogical' culture by "engaging people with diverse viewpoints in pursuit of knowledge and wisdom," which then empowers employees to solve problems and take initiative. This approach to workplace discourse is less prescriptive and more collaborative, and you'll know you're getting it right when you can observe some of these key pillars coming to life:

A maturing self-concept - "Individuals take the initiative, with or without the help of others, in diagnosing their learning needs, formulating learning goals, identifying human and material resources for learning, choosing and implementing appropriate learning strategies, and evaluating learning outcomes.”

An increasing readiness to learn - People are empowered "to step into new roles," and to seek out the necessary knowledge "to handle unfamiliar situations and responsibilities."

An internal motivation - Closely linked to the "growth mindset," this motivation shows up when, "instead of being compelled to learn, adults cultivate the desire to know more about the world and to understand more deeply, while developing new skills and talents."

Goldson adds that, "leaders teach by example, whether they choose to or not," and "creating a culture built on the values of inquiry, self-improvement, and personal growth will naturally encourage your people to pursue the greater knowledge and deeper wisdom that promotes self-mastery." Get the full story here.

**For more on this, explore our resource on cultivating a growth mindset to facilitate more "aha! moments."

Want > Should

As the end of the year approaches, many are looking towards setting goals for 2025, both personally and professionally. The more critically inclined among us may be approaching the endeavor with a harsh, scolding posture, admonishing ourselves or others for falling short of key aspirations that "should" have already been achieved. However, in this new blog post, Susan David, an expert in "emotional agility," says there is a more effective approach than should-ing ourselves into submission. David writes, "the key to success is to remember that a willing heart is more powerful than a wagging finger." She says the key to crafting and achieving goals is not to think about things we are supposed to accomplish, but rather to think about "how it relates to the way you want to live your life." By thinking of our plans as desires springing from within us, as opposed to obligations being foisted upon us, we can unlock deeper motivation: "Rather than pressuring from the outside in, it’s more effective to cultivate change from the inside out." So, as you approach behavior change in yourself or someone else, "consider the values that they (or you) already hold," and then try to steer your actions "from an open heart." Get the full story here.

Did You Miss the Blueprint Leadership Summit?

Earlier this autumn we concluded our fall Blueprint Leadership Summit, a meeting of top leadership minds and luminaries.

During this week-long special event, we hosted free daily webinars featuring fireside chats between our host, Doug Conant, and a lineup of renowned leadership thinkers.

If you missed it, no worries, you can explore complete video recordings for all five sessions in our updated video library.

Limited Series—EQ Answers to AI Questions

In this special limited series, ConantLeadership Founder & CEO, Doug Conant, provides thoughtful, human answers to pressing leadership questions that are generated with the help of AI.

The third and latest question in the series is: "How can you promote self-reflection and growth in your team?" Read Doug's EQ answer in the most recent edition here.

Then explore the second edition to get Doug's battle-tested advice for driving change in a complex world.

And read the first edition to find actionable tips for making people feel valued in the digital age.

Keep an eye out for the fourth edition in December.