This article is an excerpt from the Shortform book guide to "The 15 Commitments of Conscious Leadership" by Jim Dethmer, Diana Chapman, and Kaley Klemp. Shortform has the world's best summaries and analyses of books you should be reading.
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Do you show your employees that you appreciate them? Why is it important to practice gratitude in leadership?
The 15 Commitments of Conscious Leadership argues that effective leaders must practice gratitude. This involves being grateful for everything that comes your way and accepting gratitude from others.
Keep reading to learn how to practice gratitude daily.
Gratitude in Leaders
Knowing how to practice gratitude in leadership may help you to focus more on what you have, rather than on what you want. This can prevent jealousy, competition, and dissatisfaction—things that ultimately lead to conflict with your colleagues.
(Shortform note: While the authors focus on the benefits of gratitude in the workplace, practicing gratitude may also positively impact your overall well-being. Some studies have linked being grateful to lower disease risk, lower levels of anxiety and depression, and reduced pain.)
How to Practice Gratitude
To practice gratitude, the authors recommend paying attention to and celebrating even the smallest positive aspects of the things and people around you. For instance, if a subordinate submits a report, appreciate not just the whole piece, but the careful construction of each sentence and the clarity of the conclusion. This will give you more aspects of something to be grateful for; and, the more you express gratitude for things, the more valuable they’ll feel to you.
(Shortform note: It’s possible that feeling grateful for the small things becomes easier as you get older. Younger people may be more likely to focus on big-picture aspirations—for instance, finding the right career and finding the love of their life. They therefore don’t notice the small-scale joys in life and don’t think to be grateful for them. Then, as more years go by, we experience more difficulties in life—relationship challenges, career stresses, and disappointing failures. We’re more inclined to seek small pockets of gratitude under these circumstances as a respite from our struggles.)
Further, express gratitude to others. The authors explain that effectively expressed gratitude has a few components: Your statement must be genuine, reference the specific details you’re grateful for, and use as few words as possible. That way, the other person will quickly understand exactly what you appreciate and why. They’ll also see you as more sincere—rambling on can make people doubt you’re being serious.
(Shortform note: In Nonviolent Communication, Marshall Rosenberg echoes the authors’ advice to be genuine and specific when expressing gratitude. In particular, he recommends explaining what the person did, what needs their actions fulfilled, and what positive emotions that fulfillment created. For example, you might say “Your presentation was so comprehensive that the audience truly saw things from your perspective. I saw people tearing up in the audience. They felt moved enough to give you a standing ovation.” Further, whereas the authors of 15 Commitments recommend being as concise as possible, Rosenberg encourages you to be as detailed in your gratitude as you see fit.)
Finally, accept gratitude from others. The authors recommend thinking of gratitude as a present—if someone gave you a present, it would be rude to refuse it.
(Shortform note: In How to Stop Worrying and Start Living, Dale Carnegie warns that it’s important not to expect gratitude from others. This is because gratitude is a cultivated skill (that not everyone has), while ingratitude is human nature. If you expect gratitude from others, you’ll likely end up disappointed and resentful, and again, focused on lack. Instead, take enjoyment from the process of giving without expecting anything in return.)
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- Why many leadership models are unsustainable in the long term
- Why leaders must learn to understand and manage their emotions
- The 15 commitments that leaders must uphold to run an effective organization
