Narrator: Imagine it's 2008. The global financial crisis is in full swing, and fear is palpable in every workplace. At the WD-40 Company, CEO Garry Ridge saw that same anxiety creeping into his team. But instead of cutting costs and demanding more from a fearful workforce, he made a counterintuitive decision. He told his leadership team, "Let's not waste a good crisis. Everywhere else our people go, they'll hear about horror; when they come to work with us, they are going to hear about hope." Ridge instructed his managers to lead with gratitude, to actively look for and acknowledge the good work their people were doing. The result was astonishing. By 2010, WD-40 reported the best financial results in its 57-year history, with its market cap growing nearly 300% over the next decade.

This powerful outcome is at the heart of Leading with Gratitude by Adrian Gostick and Chester Elton. The book argues that there is a massive "gratitude gap" in the modern workplace—a disconnect between leaders knowing appreciation works and their failure to practice it. It reveals that gratitude is not a soft, optional nicety, but a hard-hitting, strategic tool that drives extraordinary business results.

Narrator: The failure to express gratitude is not a neutral act; it carries a significant cost. Gostick and Elton present a cautionary tale from the world of sports to illustrate this point. In 1998, after the Chicago Bulls won their sixth NBA championship, General Manager Jerry Krause publicly declared, "Players and coaches don't win championships, organizations do." This single statement, dripping with ingratitude, dismissed the monumental efforts of stars like Michael Jordan and coach Phil Jackson. Jordan’s response was sharp, pointing out that the "organization" wasn't the one playing with the flu in a critical game. The fallout was immediate. Jordan retired, Jackson left, and the Bulls dynasty crumbled. They haven't won a championship since.

This story exemplifies the "gratitude gap" in action. Leaders often underestimate the deep-seated human need to feel valued. Research cited in the book from Glassdoor shows that 81% of employees are motivated to work harder when their boss shows appreciation. In contrast, only 38% work harder when their boss is demanding, and just 37% do so out of fear of losing their job. When leaders fail to recognize contributions, they don't just miss an opportunity to motivate; they actively demotivate, breed resentment, and risk losing their most valuable talent.

Narrator: If gratitude is so powerful, why do so many leaders fail to practice it? The book argues that they are held back by a series of pervasive myths. One of the most common is the belief that "it's all about the Benjamins"—that money is the only form of appreciation that truly matters. The authors share the story of a top-performing salesman at a large tech company who, after closing a big deal, was asked what the client was using the new solution for. His reply was chilling: "Don't know, don't care." His focus was entirely on the bonus, not the customer's success, revealing how a money-only culture can create a mercenary environment detached from the company's mission.

Another damaging myth is that "people want too much praise these days," especially younger generations. The authors tell the story of Anne, a highly successful sales representative who was asked by her manager what he could do to improve the workplace. She simply said that a little thanks now and then would be nice. In response, her manager spent the rest of the day mocking her with sarcastic praise. Feeling disrespected and unappreciated, Anne soon left for a competitor. The book clarifies that what employees truly crave isn't empty praise, but specific, authentic feedback and a clear understanding that their work matters.

Narrator: To close the gratitude gap, leaders must first learn to see the good work happening around them. This requires shifting one's mindset through two foundational practices: assuming positive intent and walking in others' shoes. The authors highlight the story of Jasmine, a talented employee who was promoted to a coordinator role and quickly began missing deadlines. The executive team’s initial reaction was to demote her, assuming she was promoted beyond her abilities. However, one leader decided to assume positive intent and spoke with her first. He discovered she was overwhelmed, saying yes to every request and lacking the knowledge to prioritize. Instead of punishment, he offered mentorship. With guidance, Jasmine flourished. Assuming positive intent transforms potential disciplinary moments into coaching opportunities.

The second practice, walking in others' shoes, builds the empathy necessary for authentic gratitude. The book describes the "Walk in Your Shoes" program at Fairmont Hotels, where executives spend a full day working alongside frontline employees. Tom Klein, a regional vice president, spent a day in housekeeping. He reported gaining a completely new understanding of the physical and emotional demands of the job. This experience allowed him to express more specific, sincere gratitude and identify practical ways to make his employees' jobs easier, demonstrating that true appreciation is born from genuine understanding.

Narrator: Once a leader learns to see good work, the next step is to express gratitude effectively. The book stresses that recognition must be timely, frequent, and tailored to the individual. The story of Alan Mulally's turnaround at Ford provides a masterclass in acknowledging small wins. At his weekly business plan reviews, leaders presented their progress using a color-coded system: green for on-track, yellow for potential issues, and red for behind schedule. Mulally famously applauded the first executive who showed a "red," thanking him for the visibility. He then celebrated every small step of progress as projects moved from red to yellow, and from yellow to green. This frequent, in-the-moment gratitude for incremental progress created a culture of trust and relentless forward momentum.

However, the how of gratitude is just as important as the when. The authors tell the story of Kent, a director who saved his company a fortune by creating a new employee orientation program. As a reward, he was given a $25 gift card at a staff meeting. Moments later, a colleague received the exact same $25 gift card for answering a Super Bowl trivia question. The gesture, meant to be appreciative, ended up feeling insulting because it wasn't tailored to the scale of the achievement. Effective gratitude requires thought, matching the recognition to both the accomplishment and the individual's unique motivators.

Narrator: The single most important takeaway from Leading with Gratitude is that appreciation is not a soft skill, but a strategic, learnable leadership behavior with a direct and powerful impact on business outcomes. Gostick and Elton dismantle the excuses that hold leaders back and provide a clear, actionable roadmap for making human connection a priority. They prove that by seeing people, valuing their contributions, and expressing thanks authentically, leaders can close the gratitude gap and unlock the full potential of their teams.

The book's final and most profound challenge is to not let these practices stop at the office door. Many leaders are adept at showing appreciation to their teams but fail to extend that same grace to their families. The ultimate test of a grateful leader is their ability to apply these principles universally. As one wise saying from the book reminds us, "No other success can compensate for failure in the home." The real-world impact of this book, therefore, is not just in building better companies, but in building better, more connected lives.