Gratitude: The Cornerstone of Excellence, Leadership and Engagement
Chris Schembra
Culture Council
By slowing down, organizations can navigate the tumultuous seas of change with resilience and agility.

The world of work is changing dramatically. In an era characterized by relentless change and unpredictability, the corporate landscape is undergoing profound transformations. Geopolitical tensions, quantitative tightenings, foreign wars, the rise of AI, looming presidential elections. The pace at which the world keeps changing is impossible to keep up with.

Humans right now are struggling, time-starved and focused more on what we have that are differences, rather than what we have in common. These factors contribute to a heightened sense of uncertainty, manifesting in widespread professional burnout and disengagement.

Within the workplace, this uncertainty shows up within organizations in a few different ways:

Companies, despite varying degrees of resilience, now have a new need to become more efficient amidst these external pressures to achieve excellence and gain a competitive edge.

By slowing down, connecting deeply with colleagues, focusing intently on meaningful goals and recognizing the small, continuous improvements, organizations can navigate the tumultuous seas of change with resilience and agility.

Great leaders master the art of slow listening, turning patience into groundbreaking insights. They promote economic growth by grounding in the present while aiming for a better future.

By slowing down — prioritizing learning, engagement and passion — we can actually speed up our progress. Having a deeper understanding of the work and each other leads to more innovative thinking, higher quality outcomes and a faster pace of meaningful achievements. Editor’s picks Every Awful Thing Trump Has Promised to Do in a Second Term The 250 Greatest Guitarists of All Time The 500 Greatest Albums of All Time The 50 Worst Decisions in Movie History

This slowness allows leaders to connect disparate ideas and bring into the world solutions only they are deeply qualified to bring.

Something a great leader can do is create the space on their calendar to slow down and listen to those around them. — whether this be your direct reports, your customers or a close family and friend. My friend, Enrico Galasso, likes to ask the question: “How do you feel?” instead of the usual “How are you?” When he creates the time to embrace slow listening, that simple question of “How do you feel?” provides great data that Enrico can use to guide business conversations.

We have to make sure we talk to each other enough to know when two different groups are building almost identical solutions to solve similar problems.

The greatest leaders build networks of weak ties, acting as information brokers, catalysts and connectors, fostering change and uniting diverse groups within their organizations in meaningful ways.

In 1973, Sociologist Mark Granovetter at Stanford University proved that “weak ties” (acquaintances or loose connections, as opposed to close friends or family) are crucial for innovation and excellence because they serve as bridges to different social networks and thus provide access to new information. In a workplace context, these “weak ties” can be likened to relationships with members of other teams.

He found that vital information best passes through a social network through a series of weak or distant ties. But it requires an information broker.

These great leaders give generously to their diverse network and have a strong commitment to service. They invest in those relationships before they need anything in return.

Rather than aiming for grand slams, great leaders concentrate on making consistent, incremental innovations, just getting on base. With platforms and technology changing rapidly, with such great unpredictability, it’s borderline impossible to make big moonshot bets. We need to adapt fast, making small, smart changes for better results.

In 1986, the car manufacturer Toyota’s kaizen philosophy took American car manufacturing by storm, emphasizing continuous improvement, waste reduction and team engagement. “Kai” can mean to change. “Zen” can mean for the better. They brought in a culture that rewarded micro-innovation, celebrating small wins, and every member of the team being able to have a voice.

Great leaders dedicate their efforts to meaningful causes inside and outside of the organization, prioritizing focus on what drives value, versus trying to do everything at once. As the old Russian proverb says, “You can’t chase two rabbits at the same time; they’ll both get away.” Focus equals growth. Trending Cassie's Husband to Diddy After Assault Video: 'Men Who Hurt Women Hate Women' Sean Combs Seen Kicking and Dragging Cassie on Surveillance Video Emmy Russell Seeks 'Redemption' on First Post-'American Idol' Single Marjorie Taylor Greene Has Been Obsessed With AOC for Years

Gratitude cultivates a focused vision of what truly matters. Leaders and organizations that regularly express gratitude for their team’s efforts are more likely to maintain a clear perspective and focus on their goals. This clarity enables them to prioritize initiatives that drive value, dismissing distractions that do not align with their mission.

Companies stand at the precipice of opportunity, poised to redefine excellence in their respective sectors by embedding gratitude into their core operations. From optimistic hiring practices to acknowledging the myriad of successes already achieved, gratitude offers a lens through which every challenge can be viewed as an opportunity for growth and connection.
By slowing down, organizations can navigate the tumultuous seas of change with resilience and agility.
The world of work is changing dramatically. In an era characterized by relentless change and unpredictability, the corporate landscape is undergoing profound transformations. Geopolitical tensions, quantitative tightenings, foreign wars, the rise of AI, looming presidential elections. The pace at which the world keeps changing is impossible to keep up with. Humans right now are struggling, time-starved and focused more on what we have that are differences, rather than what we have in common. These factors contribute to a heightened sense of uncertainty, manifesting in widespread professional burnout and disengagement. Within the workplace, this uncertainty shows up within organizations in a few different ways: Companies, despite varying degrees of resilience, now have a new need to become more efficient amidst these external pressures to achieve excellence and gain a competitive edge. By slowing down, connecting deeply with colleagues, focusing intently on meaningful goals and recognizing the small, continuous improvements, organizations can navigate the tumultuous seas of change with resilience and agility. Great leaders master the art of slow listening, turning patience into groundbreaking insights. They promote economic growth by grounding in the present while aiming for a better future. By slowing down — prioritizing learning, engagement and passion — we can actually speed up our progress. Having a deeper understanding of the work and each other leads to more innovative thinking, higher quality outcomes and a faster pace of meaningful achievements. Editor’s picks Every Awful Thing Trump Has Promised to Do in a Second Term The 250 Greatest Guitarists of All Time The 500 Greatest Albums of All Time The 50 Worst Decisions in Movie History This slowness allows leaders to connect disparate ideas and bring into the world solutions only they are deeply qualified to bring. Something a great leader can do is create the space on their calendar to slow down and listen to those around them. — whether this be your direct reports, your customers or a close family and friend. My friend, Enrico Galasso, likes to ask the question: “How do you feel?” instead of the usual “How are you?” When he creates the time to embrace slow listening, that simple question of “How do you feel?” provides great data that Enrico can use to guide business conversations. We have to make sure we talk to each other enough to know when two different groups are building almost identical solutions to solve similar problems. The greatest leaders build networks of weak ties, acting as information brokers, catalysts and connectors, fostering change and uniting diverse groups within their organizations in meaningful ways. In 1973, Sociologist Mark Granovetter at Stanford University proved that “weak ties” (acquaintances or loose connections, as opposed to close friends or family) are crucial for innovation and excellence because they serve as bridges to different social networks and thus provide access to new information. In a workplace context, these “weak ties” can be likened to relationships with members of other teams. He found that vital information best passes through a social network through a series of weak or distant ties. But it requires an information broker. These great leaders give generously to their diverse network and have a strong commitment to service. They invest in those relationships before they need anything in return. Rather than aiming for grand slams, great leaders concentrate on making consistent, incremental innovations, just getting on base. With platforms and technology changing rapidly, with such great unpredictability, it’s borderline impossible to make big moonshot bets. We need to adapt fast, making small, smart changes for better results. In 1986, the car manufacturer Toyota’s kaizen philosophy took American car manufacturing by storm, emphasizing continuous improvement, waste reduction and team engagement. “Kai” can mean to change. “Zen” can mean for the better. They brought in a culture that rewarded micro-innovation, celebrating small wins, and every member of the team being able to have a voice. Great leaders dedicate their efforts to meaningful causes inside and outside of the organization, prioritizing focus on what drives value, versus trying to do everything at once. As the old Russian proverb says, “You can’t chase two rabbits at the same time; they’ll both get away.” Focus equals growth. Trending Cassie's Husband to Diddy After Assault Video: 'Men Who Hurt Women Hate Women' Sean Combs Seen Kicking and Dragging Cassie on Surveillance Video Emmy Russell Seeks 'Redemption' on First Post-'American Idol' Single Marjorie Taylor Greene Has Been Obsessed With AOC for Years Gratitude cultivates a focused vision of what truly matters. Leaders and organizations that regularly express gratitude for their team’s efforts are more likely to maintain a clear perspective and focus on their goals. This clarity enables them to prioritize initiatives that drive value, dismissing distractions that do not align with their mission. Companies stand at the precipice of opportunity, poised to redefine excellence in their respective sectors by embedding gratitude into their core operations. From optimistic hiring practices to acknowledging the myriad of successes already achieved, gratitude offers a lens through which every challenge can be viewed as an opportunity for growth and connection.