In recent years, I’ve noticed a growing scarcity of the phrase “thank you,” particularly between internal stakeholders and peers. Sure we thank our customers/clients and external influencers but when it comes to employees or volunteers, there seems to be a top-down belief that verbal gratitude for “doing your job” is irrelevant.This may, in part, be reflected in Ceridian Canada’s recent Pulse of Talent survey which found 44 per cent of respondents are either not satisfied (22 per cent) or indifferent (22 per cent) with the level of recognition they currently receive at work.
In some cases, I think this tendency stems from litigation-weary executives, who cynically lump “thank-you” in the same group as “sorry” — that is, a cause for suspicion or softening of their authority. Case in point was an executive who forced me to justify why I wanted a “thank you” line at the end a letter asking franchisees to take extra steps to manage a vendor challenge (and protect the corporate brand). Similarly, I heard of a hospital VP forbidden by her CEO to thank staff for investing extensive effort to prepare for a stringent accreditation process.
Sadly, thanks is often replaced by citing tiny shortfalls of a job that’s generally well done and may even exceed objectives. Alternatively, there are those who grill employees (or even volunteers) in meetings but quietly thank them behind closed doors.
I’m not sure when this started. Maybe a time crunched world with many people agitated by email acknowledgments filling their in boxes prompted “thank you’s” dismissal? For some, I think there’s a tendency just to cut to the chase with “no time for pleasantries.”
But is that all “thank you” is? Hardly.
For one, isn’t it just common courtesy and good manners? Oddly enough though, a quick Google search for articles linking business etiquette with “thank you” came up blank.
There is however evidence that it makes good business sense.
O. C. Tanner built its organization around “The Carrot Principle” and data demonstrating that the most successful managers provide their employees with frequent and effective recognition. They also use it to engage people, retain talent and accelerate performance.
Companies like this demonstrate the value of appreciation in a formal format but what about in casual exchanges?
A 2010 study (by Grant and Gino) published in the Journal of Personality and Social Psychology found that people who received thank you emails after helping a stranger with a cover letter, were 66 per cent more likely to help this person again with a similar task because “they appreciated being needed and felt more socially valued when they’d been thanked.” This sentiment had a lingering effect as 55 per cent of the same individuals responded to a similar call for help, from a different person, the next day.
Is it not then in an organization’s best interest to boost morale and ongoing engagement with a sincere “thank you” in meetings and correspondence?
Is my experience isolated or did “thank you” get archived? If so, here is one study to counter the skeptics and back up the value of gratitude. (Please tell me if you know of more.) With them, maybe we can help reverse this potential trend and in doing so, maintain and build support among our internal teams and our most vital ambassadors. What do you think?