December 2, 2025 • 18 mins
Employee Recognition Strategies That Actually Work
How do you recognize employees effectively? Most leaders only show appreciation during holidays—a team lunch at Thanksgiving, gift cards at year-end—but your people deserve consistent recognition year-round. Research shows 76% of employees don't feel adequately recognized at work, yet gratitude often becomes a seasonal checkbox instead of a daily leadership practice. This episode gives you a proven framework for meaningful employee recognition that builds loyalty and engagement.
What You'll Learn:
- How to make employee recognition specific and meaningful - Why "great job, team!" makes people feel less valued, and what to say instead
- The four critical questions before showing gratitude - Is it specific? Timely? Personal? Proportional?
- How to match recognition to personality types - Why public praise mortifies introverts but energizes extroverts
- What disproportionate recognition looks like - A real story about six months of client-saving work reduced to a shoulder pat
- Team appreciation alternatives to mandatory fun - Give the gift of time, not awkward potlucks
- When to recognize employees for maximum impact - Recognition has a shelf life (hint: within one week)
Featured Statistics:
- 76% of employees report not feeling adequately recognized at work
- Recognition is most effective within 48 hours of the achievement
Common Questions Answered:
- How often should I recognize my team members?
- What are some employee appreciation ideas that don't cost money?
- How do you show gratitude to remote teams?
- What's the difference between recognition and appreciation?
Perfect for: Middle managers, team leaders, directors, and anyone struggling to make employee recognition feel authentic instead of performative.
Need help building a culture where recognition drives engagement—not just checks a box during holidays? Colby works with leaders and teams through keynote speaking, executive coaching, and leadership training to build people-first cultures that drive real results.
Connect: linkedin.com/in/colbymorris
Learn more: nxtstepadvisors.com
How to Support The Things Leaders Do Podcast: Subscribe on your favorite podcast app | Leave a 5-star review | Share this episode with a leader who's trying to figure out how to show their team appreciation without it feeling forced or awkward
Keep noticing the work your people do. Keep showing gratitude that actually matches who they are. Keep making recognition a regular practice, not just a holiday tradition. Because those are the things that leaders do.
Related Topics & Keywords: Employee recognition strategies | Team appreciation ideas | How to recognize employees effectively | Meaningful employee recognition | Leadership gratitude | Employee engagement | People-first leadership | Recognition best practices | How to thank your team | Employee appreciation without budget | Remote team recognition | Manager development
#TheThingsLeadersDo #EmployeeRecognition #TeamAppreciation #LeadershipDevelopment #EmployeeEngagement #PeopleFirstLeadership #MiddleManagement #LeadershipSkills #RecognitionMatters #LeadershipPodcast #WorkplaceCulture #ManagerTraining
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:00):
People first leadership.
Actionable strategies, realresults.
This is Things Leaders Do withColby Morris.
SPEAKER_01 (00:11):
Hey everyone.
Welcome to the Things Leaders Dopodcast.
I'm Colby, and this podcast isall about giving you practical,
actionable leadership guidancethat you can actually use with
your team.
No fluff, no theory, just realtools for real managers.
(00:33):
Before we jump in, you mighthave noticed that there wasn't
an episode last week.
That's because it wasThanksgiving.
That was intentional.
I believe that week people are,and rightfully so, more focused
on their families and theirteams than they are on listening
to podcasts.
That's what I did.
(00:54):
I spent time with the people whomatter most.
And I hope you did too.
And now that the holiday'sbehind us, I want to talk about
something that probably came upfor a lot of us.
Maybe you organized a teamlunch, sent out a thoughtful
email, gave everyone time offearly.
(01:16):
Your team seemed genuinelyappreciative, and it felt good
to do something nice, right?
But now you're sitting therethinking, why do I only do this
around holidays?
Here's the thing.
You probably want to showgratitude more consistently
throughout the year.
You know your people deserveregular recognition, not just
(01:40):
when the calorie tells you it'stime to be thankful.
So somehow gratitude becomesthis special occasion thing
instead of a normal part of howyou lead.
So how do you make recognition aregular practice instead of a
seasonal event?
(02:01):
How do you show appreciation ina way that actually lands, that
makes your people feel genuinelyvalued instead of just checked
off a list?
Well, that's what we're tacklingtoday.
Because if the only time yourteam hears thank you is during
the holidays, you're missingabout 50 other weeks where
(02:24):
they're doing great work andwondering if anyone notices.
I've got four questions youshould ask yourself before you
show gratitude to anyone on yourteam.
These aren't complicated, butthey're the difference between
recognition that builds loyaltyand recognition that falls flat.
(02:45):
So let's walk through them.
The first question is yourgratitude specific?
Here's what I mean.
Let's say you've got Sarah onyour team and she's been doing
good work.
So you pull her aside and say,thanks for all your hard work
(03:05):
this year, Sarah.
You're great.
Sounds nice, I guess, but thinkabout what Sarah actually hears.
My manager has no idea what Iactually do.
This is generic praise theycould have given to anyone.
Now, contrast that withsomething more like this.
(03:25):
Sarah, remember that clientproposal that got completely
torn apart in the first meeting?
You could have just tweaked itand sent it back.
Instead, you restructured theentire approach based on their
feedback.
You turned what could have beena lost deal into our biggest Q4
contract.
That's the kind of strategicthinking that makes this team
(03:48):
better.
Feel the difference?
Specific recognition does twothings.
First, it shows you actually payattention.
You notice the work, not justthe results.
Second, it reinforces the exactbehavior you want to see more
of.
(04:09):
Sarah now knows that strategicproblem solving is valued, not
just checking boxes.
Generic praise feels like aformality.
Okay.
Specific recognition feels likeyou actually see them.
(04:31):
So before you thank someone, askyourself, could I give this
exact praise to five otherpeople on my team?
If the answer is yes, you'redefinitely not being specific
enough.
All right.
Question two is your gratitudetimely?
(04:52):
Look, recognition has a shelflife.
The longer you wait between theachievement and the
acknowledgement, the more itfeels like, I don't know, like
an obligation rather thangenuine appreciation.
Here's what I see all the time.
Someone on the team has a bigwin in July.
(05:12):
Absolutely crushes it.
And the manager thinks, oh, I'llrecognize this at the holiday
party.
That'll be nice.
Public recognition, everyonecelebrates, right?
Well, December rolls around.
The manager stands up and says,Hey, remember back in July when
Mike landed that big client?
Let's give him a round ofapplause.
And Mike is thinking, July?
(05:34):
That was five months ago.
I've done 15 other things sincethen.
Why aren't we talking about thisnow?
Timely recognition catchespeople when they still remember
the late nights, the stress, theyou know, the effort it took,
when it's still fresh enoughthat your acknowledgement
connects to their livedexperience.
(05:58):
The best recognition I evergave, within 48 hours of the
win, the person was still ridingthe high of pulling it off.
And I could connect my gratitudedirectly to what they just
experienced.
So here's the rule.
If something's worthrecognizing, do it within a
(06:18):
week.
After that, you're not showinggratitude.
You're catching up on paperwork.
All right, third question.
Is your gratitude personal?
Meaning, does it actually matchthe person you're recognizing?
This is this is where a lot ofwell-intentioned managers just
(06:40):
completely miss it.
They show gratitude in the waythey would want to receive it
and not in the way their personactually wants it.
Let me give you three scenarios.
Scenario A, you've got anintrovert on your team who just
did exceptional work.
(07:00):
So you decide to recognize themin the all-hands meeting.
You call them out in front of 50people, everyone applauds, you
think you did great.
But that person is mortified.
They're not thinking, wow, mymanager values me.
They're thinking, I want tocrawl under my desk and
disappear.
(07:21):
Scenario B.
You've got an extrovert whothrives on public recognition.
They just landed a major win.
And you send them a private,heartfelt email thanking them.
I mean, they'll appreciate theemail, but what they really
wanted was for their peers toknow.
They wanted that moment ofvisibility, and you gave them
(07:45):
privacy.
Scenario C.
You've got someone on your teamwho's saving for a house.
Money's tight, they're stressedabout it, they do great work,
and you give them a trophy.
No, no, a literal trophy.
They smile and say thank you.
(08:06):
But what they're really thinkingis, I can't put this trophy
toward my down payment.
So here's the point.
How you show gratitude mattersas much as whether you show it.
Some people want publicrecognition.
Okay.
Some people want privateacknowledgement.
And some people want time off.
(08:29):
Some people want developmentopportunities, some want just
cash.
Okay.
Your job as a manager is to knowyour people well enough to
recognize them in a way thatactually resonates with them,
not with you.
So before you show gratitude,ask yourself: does this match
(08:52):
the person and what they value?
Or am I just doing what'seasiest for me?
All right.
The fourth question (09:01):
Is your gratitude proportional to what
the person actually did?
Let me tell you about whatdisapprovation recognition looks
like in real life.
It's easy for me to say.
Early in my career, I wasworking with one of our biggest
(09:24):
clients, a CEO who was ready tocancel our contract entirely.
This wasn't just a difficultclient situation.
This was a company problem if welost them.
I spent months managing thisrelationship, handling the
anxiety, rebuilding the trust.
(09:44):
And six months later, not onlydid he re-sign the contract, he
wrote us an official letter ofrecommendation.
I mean, this was a massive win.
Career defining, bonusimpacting, company saving kind
of win.
My CEO came to visit shortlyafter.
(10:06):
We we talked about variousthings, and then as he's
literally walking out the doorto leave, he pats me on the
shoulder and says, Oh, good jobon that contract thing.
That was it.
Just walked out.
I just stood there like a stupidstatue.
(10:27):
Here's what made that moment sodeflating.
It wasn't just that therecognition was small.
It's that it was anafterthought.
That contract thing?
Six months of work, arelationship saved, a letter of
recommendation reduced to ashoulder pat on the way out the
(10:48):
door.
And that's the danger, adisproportionate gratitude.
When someone does somethingsignificant and you treat it
like a minor checkbox, you don'tmiss an opportunity to build
loyalty.
You actively deflate them.
You send the message, this thingyou poured yourself into wasn't
actually that important to me.
(11:10):
So let's talk about whatproportional recognition
actually looks like.
If it's a small win, immediateacknowledgement.
Hey, nice work on that report.
It was exactly what we needed.
Simple, direct, done.
Medium wins.
Public recognition with specificpraise.
(11:32):
Okay, in your team meeting, theanalysis Jamie did on the
pricing model saved us two weeksof rework.
That's the kind of thinkingahead that makes us better.
And then big wins.
Stop what you're doing.
Sit down with them.
Tell them specifically what theydid, why it mattered, and what
(11:55):
it means for them.
Then find a way to recognize itmaterially, whether that's
compensation, opportunity, orvisibility.
The recognition should match themagnitude of the contribution.
I'm gonna say that again.
The recognition should match themagnitude of the contribution.
(12:18):
When it doesn't, people rememberand not in a good way.
Okay, so we covered the fourquestions.
Now let's talk about theelephant in the room.
The awkward team celebration.
You know the one.
The mandatory fun team lunchwhere half your people are
(12:41):
checking their phones, countingthe minutes until they can
leave.
They're spending money theydidn't budget for, eating food
they didn't want, making smalltalk they don't have energy for.
That's not gratitude.
That's an imposition.
And yet this is what so manymanagers default to around the
(13:04):
holidays.
I want to show my team Iappreciate them, so I'll
organize a team lunch.
The intention is good.
It's the execution that missesthe morgue.
Here's what to do instead.
Give people the gift of time.
Everyone can leave at 3 p.m.
on Wednesday.
I've got coverage if anythingurgent comes up.
(13:28):
Time is the thing your peoplenever have enough of, especially
the week of Thanksgiving.
Ask what would actually bemeaningful.
I want to do something torecognize the team this month.
What would be valuable to you?
You might be surprised.
Some people want visibility,some want flexibility, some want
(13:53):
professional development budget.
Just ask.
And then make it optional.
I'm ordering lunch for anyonewho wants to join on Thursday.
Zero pressure.
If you'd rather work through ortake a walk, that's totally
fine.
Respect that not everyone wantsgroup socializing.
(14:16):
The worst kind of gratitude isthe kind that creates an
obligation.
If your team members feel likethey can't say no, you you
haven't shown gratitude.
You've scheduled a meeting.
All right.
Here's your assignment thisweek.
(14:36):
Pick one person on your team whodid something significant in the
last month.
Could be a big win, could beconsistent excellence, could be
going above and beyond whenthings got hard.
And now ask yourself those fourquestions.
Can I be specific about whatthey did and why it mattered?
(14:59):
Am I recognizing this while it'sstill fresh?
Or am I letting it age out?
Does this recognition match whothis person is and what they
value?
Is the magnitude of my gratitudeproportional to what they
actually contributed?
Show them that gratitude thatactually matches what they did
(15:23):
and who they are.
Not what the company handbooksays you should do, not what
LinkedIn says great leaders do.
What will make that person feelgenuinely valued?
Because here's the truth.
Your people don't needperformative gratitude.
(15:43):
They don't need awkward potlucksor generic praises or mandatory
fun.
They need to know that you seethem, that that you notice the
work, that what they do actuallymatters.
And if you can't give them that,that's not very good.
(16:09):
But if you can give them that,that's worth more than any
holiday party.
Thank you again for listening tothis podcast.
I've been doing this for a whilenow.
I don't know, a hundred andsomething episodes.
And for the conversations I'vehad with some of you on
(16:32):
LinkedIn, and some of you haveemailed me, and just the the
feedback I've received from somany of you, I want to say thank
you.
Maybe I don't do that enough.
Maybe I should take my ownadvice from this podcast.
But thank you.
Thank you for listening to thepodcast, for sharing it with
(16:52):
other leaders, getting messagesfrom leaders saying, hey,
so-and-so shared this with me,and it was spot on with what I
was dealing with.
That that's how we make adifference.
That's how we change workplaces.
When you, when you reach out tosomeone who's actually
struggling, and as a leader, asa friend, as a coworker, you try
(17:13):
to make it better.
That's that's real leadership.
So again, from the bottom of myheart, thank you.
If I can help with anything, allmy contact is in the show notes.
I'll keep it brief today.
But I I do, I appreciate you.
Remember, be appreciative ofyour team.
(17:35):
Okay.
Make sure the recognition isthere and it's consistent and it
matches because your people aregoing, they're going to respond
to you being real.
And you know why?
Because those are the thingsthat leaders do.
SPEAKER_00 (17:59):
Thank you for listening to Things Leaders Do.
If you're looking for more tipson how to be a better leader, be
sure to subscribe to the podcastand listen to next week's
episode.
Until next time, keep working onbeing a better leader by doing
the things that leaders do.
People first leadership.
Actionable strategies, realresults.
This is Things Leaders Do withColby Morris.
SPEAKER_01 (00:11):
Hey everyone.
Welcome to the Things Leaders Dopodcast.
I'm Colby, and this podcast isall about giving you practical,
actionable leadership guidancethat you can actually use with
your team.
No fluff, no theory, just realtools for real managers.
(00:33):
Before we jump in, you mighthave noticed that there wasn't
an episode last week.
That's because it wasThanksgiving.
That was intentional.
I believe that week people are,and rightfully so, more focused
on their families and theirteams than they are on listening
to podcasts.
That's what I did.
(00:54):
I spent time with the people whomatter most.
And I hope you did too.
And now that the holiday'sbehind us, I want to talk about
something that probably came upfor a lot of us.
Maybe you organized a teamlunch, sent out a thoughtful
email, gave everyone time offearly.
(01:16):
Your team seemed genuinelyappreciative, and it felt good
to do something nice, right?
But now you're sitting therethinking, why do I only do this
around holidays?
Here's the thing.
You probably want to showgratitude more consistently
throughout the year.
You know your people deserveregular recognition, not just
(01:40):
when the calorie tells you it'stime to be thankful.
So somehow gratitude becomesthis special occasion thing
instead of a normal part of howyou lead.
So how do you make recognition aregular practice instead of a
seasonal event?
(02:01):
How do you show appreciation ina way that actually lands, that
makes your people feel genuinelyvalued instead of just checked
off a list?
Well, that's what we're tacklingtoday.
Because if the only time yourteam hears thank you is during
the holidays, you're missingabout 50 other weeks where
(02:24):
they're doing great work andwondering if anyone notices.
I've got four questions youshould ask yourself before you
show gratitude to anyone on yourteam.
These aren't complicated, butthey're the difference between
recognition that builds loyaltyand recognition that falls flat.
(02:45):
So let's walk through them.
The first question is yourgratitude specific?
Here's what I mean.
Let's say you've got Sarah onyour team and she's been doing
good work.
So you pull her aside and say,thanks for all your hard work
(03:05):
this year, Sarah.
You're great.
Sounds nice, I guess, but thinkabout what Sarah actually hears.
My manager has no idea what Iactually do.
This is generic praise theycould have given to anyone.
Now, contrast that withsomething more like this.
(03:25):
Sarah, remember that clientproposal that got completely
torn apart in the first meeting?
You could have just tweaked itand sent it back.
Instead, you restructured theentire approach based on their
feedback.
You turned what could have beena lost deal into our biggest Q4
contract.
That's the kind of strategicthinking that makes this team
(03:48):
better.
Feel the difference?
Specific recognition does twothings.
First, it shows you actually payattention.
You notice the work, not justthe results.
Second, it reinforces the exactbehavior you want to see more
of.
(04:09):
Sarah now knows that strategicproblem solving is valued, not
just checking boxes.
Generic praise feels like aformality.
Okay.
Specific recognition feels likeyou actually see them.
(04:31):
So before you thank someone, askyourself, could I give this
exact praise to five otherpeople on my team?
If the answer is yes, you'redefinitely not being specific
enough.
All right.
Question two is your gratitudetimely?
(04:52):
Look, recognition has a shelflife.
The longer you wait between theachievement and the
acknowledgement, the more itfeels like, I don't know, like
an obligation rather thangenuine appreciation.
Here's what I see all the time.
Someone on the team has a bigwin in July.
(05:12):
Absolutely crushes it.
And the manager thinks, oh, I'llrecognize this at the holiday
party.
That'll be nice.
Public recognition, everyonecelebrates, right?
Well, December rolls around.
The manager stands up and says,Hey, remember back in July when
Mike landed that big client?
Let's give him a round ofapplause.
And Mike is thinking, July?
(05:34):
That was five months ago.
I've done 15 other things sincethen.
Why aren't we talking about thisnow?
Timely recognition catchespeople when they still remember
the late nights, the stress, theyou know, the effort it took,
when it's still fresh enoughthat your acknowledgement
connects to their livedexperience.
(05:58):
The best recognition I evergave, within 48 hours of the
win, the person was still ridingthe high of pulling it off.
And I could connect my gratitudedirectly to what they just
experienced.
So here's the rule.
If something's worthrecognizing, do it within a
(06:18):
week.
After that, you're not showinggratitude.
You're catching up on paperwork.
All right, third question.
Is your gratitude personal?
Meaning, does it actually matchthe person you're recognizing?
This is this is where a lot ofwell-intentioned managers just
(06:40):
completely miss it.
They show gratitude in the waythey would want to receive it
and not in the way their personactually wants it.
Let me give you three scenarios.
Scenario A, you've got anintrovert on your team who just
did exceptional work.
(07:00):
So you decide to recognize themin the all-hands meeting.
You call them out in front of 50people, everyone applauds, you
think you did great.
But that person is mortified.
They're not thinking, wow, mymanager values me.
They're thinking, I want tocrawl under my desk and
disappear.
(07:21):
Scenario B.
You've got an extrovert whothrives on public recognition.
They just landed a major win.
And you send them a private,heartfelt email thanking them.
I mean, they'll appreciate theemail, but what they really
wanted was for their peers toknow.
They wanted that moment ofvisibility, and you gave them
(07:45):
privacy.
Scenario C.
You've got someone on your teamwho's saving for a house.
Money's tight, they're stressedabout it, they do great work,
and you give them a trophy.
No, no, a literal trophy.
They smile and say thank you.
(08:06):
But what they're really thinkingis, I can't put this trophy
toward my down payment.
So here's the point.
How you show gratitude mattersas much as whether you show it.
Some people want publicrecognition.
Okay.
Some people want privateacknowledgement.
And some people want time off.
(08:29):
Some people want developmentopportunities, some want just
cash.
Okay.
Your job as a manager is to knowyour people well enough to
recognize them in a way thatactually resonates with them,
not with you.
So before you show gratitude,ask yourself: does this match
(08:52):
the person and what they value?
Or am I just doing what'seasiest for me?
All right.
The fourth question (09:01):
Is your gratitude proportional to what
the person actually did?
Let me tell you about whatdisapprovation recognition looks
like in real life.
It's easy for me to say.
Early in my career, I wasworking with one of our biggest
(09:24):
clients, a CEO who was ready tocancel our contract entirely.
This wasn't just a difficultclient situation.
This was a company problem if welost them.
I spent months managing thisrelationship, handling the
anxiety, rebuilding the trust.
(09:44):
And six months later, not onlydid he re-sign the contract, he
wrote us an official letter ofrecommendation.
I mean, this was a massive win.
Career defining, bonusimpacting, company saving kind
of win.
My CEO came to visit shortlyafter.
(10:06):
We we talked about variousthings, and then as he's
literally walking out the doorto leave, he pats me on the
shoulder and says, Oh, good jobon that contract thing.
That was it.
Just walked out.
I just stood there like a stupidstatue.
(10:27):
Here's what made that moment sodeflating.
It wasn't just that therecognition was small.
It's that it was anafterthought.
That contract thing?
Six months of work, arelationship saved, a letter of
recommendation reduced to ashoulder pat on the way out the
(10:48):
door.
And that's the danger, adisproportionate gratitude.
When someone does somethingsignificant and you treat it
like a minor checkbox, you don'tmiss an opportunity to build
loyalty.
You actively deflate them.
You send the message, this thingyou poured yourself into wasn't
actually that important to me.
(11:10):
So let's talk about whatproportional recognition
actually looks like.
If it's a small win, immediateacknowledgement.
Hey, nice work on that report.
It was exactly what we needed.
Simple, direct, done.
Medium wins.
Public recognition with specificpraise.
(11:32):
Okay, in your team meeting, theanalysis Jamie did on the
pricing model saved us two weeksof rework.
That's the kind of thinkingahead that makes us better.
And then big wins.
Stop what you're doing.
Sit down with them.
Tell them specifically what theydid, why it mattered, and what
(11:55):
it means for them.
Then find a way to recognize itmaterially, whether that's
compensation, opportunity, orvisibility.
The recognition should match themagnitude of the contribution.
I'm gonna say that again.
The recognition should match themagnitude of the contribution.
(12:18):
When it doesn't, people rememberand not in a good way.
Okay, so we covered the fourquestions.
Now let's talk about theelephant in the room.
The awkward team celebration.
You know the one.
The mandatory fun team lunchwhere half your people are
(12:41):
checking their phones, countingthe minutes until they can
leave.
They're spending money theydidn't budget for, eating food
they didn't want, making smalltalk they don't have energy for.
That's not gratitude.
That's an imposition.
And yet this is what so manymanagers default to around the
(13:04):
holidays.
I want to show my team Iappreciate them, so I'll
organize a team lunch.
The intention is good.
It's the execution that missesthe morgue.
Here's what to do instead.
Give people the gift of time.
Everyone can leave at 3 p.m.
on Wednesday.
I've got coverage if anythingurgent comes up.
(13:28):
Time is the thing your peoplenever have enough of, especially
the week of Thanksgiving.
Ask what would actually bemeaningful.
I want to do something torecognize the team this month.
What would be valuable to you?
You might be surprised.
Some people want visibility,some want flexibility, some want
(13:53):
professional development budget.
Just ask.
And then make it optional.
I'm ordering lunch for anyonewho wants to join on Thursday.
Zero pressure.
If you'd rather work through ortake a walk, that's totally
fine.
Respect that not everyone wantsgroup socializing.
(14:16):
The worst kind of gratitude isthe kind that creates an
obligation.
If your team members feel likethey can't say no, you you
haven't shown gratitude.
You've scheduled a meeting.
All right.
Here's your assignment thisweek.
(14:36):
Pick one person on your team whodid something significant in the
last month.
Could be a big win, could beconsistent excellence, could be
going above and beyond whenthings got hard.
And now ask yourself those fourquestions.
Can I be specific about whatthey did and why it mattered?
(14:59):
Am I recognizing this while it'sstill fresh?
Or am I letting it age out?
Does this recognition match whothis person is and what they
value?
Is the magnitude of my gratitudeproportional to what they
actually contributed?
Show them that gratitude thatactually matches what they did
(15:23):
and who they are.
Not what the company handbooksays you should do, not what
LinkedIn says great leaders do.
What will make that person feelgenuinely valued?
Because here's the truth.
Your people don't needperformative gratitude.
(15:43):
They don't need awkward potlucksor generic praises or mandatory
fun.
They need to know that you seethem, that that you notice the
work, that what they do actuallymatters.
And if you can't give them that,that's not very good.
(16:09):
But if you can give them that,that's worth more than any
holiday party.
Thank you again for listening tothis podcast.
I've been doing this for a whilenow.
I don't know, a hundred andsomething episodes.
And for the conversations I'vehad with some of you on
(16:32):
LinkedIn, and some of you haveemailed me, and just the the
feedback I've received from somany of you, I want to say thank
you.
Maybe I don't do that enough.
Maybe I should take my ownadvice from this podcast.
But thank you.
Thank you for listening to thepodcast, for sharing it with
(16:52):
other leaders, getting messagesfrom leaders saying, hey,
so-and-so shared this with me,and it was spot on with what I
was dealing with.
That that's how we make adifference.
That's how we change workplaces.
When you, when you reach out tosomeone who's actually
struggling, and as a leader, asa friend, as a coworker, you try
(17:13):
to make it better.
That's that's real leadership.
So again, from the bottom of myheart, thank you.
If I can help with anything, allmy contact is in the show notes.
I'll keep it brief today.
But I I do, I appreciate you.
Remember, be appreciative ofyour team.
(17:35):
Okay.
Make sure the recognition isthere and it's consistent and it
matches because your people aregoing, they're going to respond
to you being real.
And you know why?
Because those are the thingsthat leaders do.
SPEAKER_00 (17:59):
Thank you for listening to Things Leaders Do.
If you're looking for more tipson how to be a better leader, be
sure to subscribe to the podcastand listen to next week's
episode.
Until next time, keep working onbeing a better leader by doing
the things that leaders do.
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