Gratitude in Turbulent Times: Building Real Support (Not Faux Family) at Work
Let’s be honest: the world feels like a bit of a dumpster fire. Between burnout, endless “unprecedented” headlines, and the slow erosion of boundaries between work and life, “gratitude” can sound like a nice idea for people who still have energy for Pinterest boards (we love that for you if you do).
But here’s the thing – in times like these, the practice of appreciation at work matters more than ever. Not because it’s soft or sentimental, but because it’s stabilizing.
Gratitude isn’t about pretending things are fine. It’s about noticing what’s real.
Research backs this up: employees who feel recognized are twice as likely to say they’ll still be with their organization a year from now (Gallup). And recognition doesn’t have to mean a fancy award program or an all-hands Slack celebration. It can be as simple as a manager naming the specific behavior they appreciated – “You handled that client escalation with real patience and clarity” – instead of the usual “Good job.”
The science of gratitude (yes, there is one) shows that when appreciation is specific, authentic, and consistent, it boosts dopamine and oxytocin levels – the very neurochemicals that drive motivation, trust, and belonging. Gratitude literally rewires our brains to notice progress and connection – two things modern work desperately needs.
Workplaces aren’t families. But they can be something valuable.
A healthy workplace isn’t a family and I’ve always found the trope cringey – but it can be an ecosystem of support and accountability. Families often forgive dysfunction by default; strong teams surface and address it. When leaders treat gratitude as a performance-management strategy instead of an emotional bandage, appreciation becomes a form of feedback. It says: “I see what’s working -– do more of that.”
That blend of recognition and clarity is what separates performative positivity from meaningful engagement. According to MIT Sloan’s 2024 Workplace Culture Report, the number-one predictor of retention wasn’t pay or perks – it was whether employees felt respected. Respect and gratitude aren’t the same thing, but they’re close cousins. One says, “You matter here.” The other says, “I noticed what you did, and it made a difference.”
Gratitude, done right, creates energy – not pressure.
In many organizations, “appreciation” gets tangled up with toxic positivity. But the most effective cultures of gratitude don’t demand constant cheerfulness. They make room for frustration and fatigue and they keep space for acknowledgement.
That means:
Appreciating effort even when outcomes are mixed. And what worked can often tell us just as much as what didn’t.
Being specific about your appreciation – let’s skip the “good job” and instead get super specific about what happened and the impact it had on your or the team.
Recognizing those who hold emotional or invisible labor (is there one person who consistently does your note taking in meetings?).
If you manage people, ask another leader to give someone a shout-out to spread the love.
Saying “thank you” not for working late, but for holding boundaries that model sustainability. (Or saying thank you for both! But for leaders, in particular, that modeling really matters.)
At ReadySet, we help organizations practice this kind of balanced appreciation – grounded in data, inclusive of all contributions, and aligned with real performance systems. Because in a world that often feels unsteady, gratitude can be a stabilizing force – not the corporate version of denial, but a reminder that even amidst the chaos, our work can still be worth noticing.
This November, rethink gratitude at work. Skip the “work family” clichés and focus on real recognition that sustains teams.
Learn how ReadySet helps organizations design recognition systems that balance empathy and accountability.
