We give less thanks when we’re stressed and busy.
We give thanks when we slow down and reflect.

We give less thanks when we’re offended and angry.
We give thanks when we surrender and trust.

We give less thanks when we run from one task to the next without considering all the hands that went into the creation of a thing.
We give thanks when we stop and breathe.

We give less thanks when we argue our point.
We give thanks when we listen.

We give less thanks when the chips are down and we’re struggling.
We give thanks when we see the gift in our challenges.

We give less thanks when we’re under attack.
We give thanks when we don’t need to win.

We give less thanks when we feel out of control.
We give thanks when we recognize that we were never in control in the first place.

We give less thanks when we feel exhausted and spent.
We give thanks when we take care of ourselves.

Withholding gratitude is like wearing a set of blinders that prevents us from seeing the truth that’s right in front of us. It’s how we deceive ourselves into thinking that all the good ideas and right things come from us.

Withholding gratitude is also a killer of culture. It kills culture because it gives the people we work with the (false) perception that they don’t matter and that they’re easily replaceable.

Organized regular employee recognition programs are half-hearted attempts at true gratitude. They’re half-hearted because they’re structured, and structure tends to kill authenticity.

Mix one part courage with one part vulnerability with one part self-discovery and you get authenticity, which is the foundation of culture.

With authenticity being the foundation, authentic gratitude is the launching point for a stronger culture and the building of a legacy enterprise.