Every human being wants to be appreciated for what he has done. It’s a fundamental need that cuts across all cultures, backgrounds, and organizational hierarchies. Showing appreciation to your team members motivates them and drives them to do more. Appreciation has a direct impact on productivity and helps build staff loyalty. Don’t be manager who extracts maximum effort from people and then moves on to the next deadline without a word of acknowledgment. I have seen this play out countless times in my work experience. When team members are not appreciated for their efforts, dedication, and support towards the achievement of departmental goals, it sends a powerful signal to them that they are not valuable.

Think about it: would you continue pouring your heart into work where your contributions go unnoticed? Most people won’t. An appreciative atmosphere enhances a positive organizational culture and creates an environment where people want to give their best. The story of Satya Nadella of Microsoft drives home this point. When he took over as CEO in 2014, he inherited a cutthroat internal culture. One of the ways Nadella transformed this was by recognizing and appreciating not just successful outcomes, but also the learning that came from failures. He would send personal emails to employees acknowledging their contributions, sometimes staying up late to write notes to team members across different time zones. This wasn’t just a corporate PR stunt but a deliberate leadership approach.

You don’t have to be a CEO to practice appreciation. If you’re heading a department or managing a small team, you have just as much opportunity to create this kind of impact. I know a department head at a manufacturing firm who keeps a “wins journal” where he notes down specific contributions from team members throughout the week. Every Friday afternoon, he sends personalized messages highlighting what each person did that week that made a difference. It takes him about thirty minutes, but the impact is enormous. His department has the lowest turnover rate in the entire organization and consistently exceeds its targets.

The most effective appreciation is specific, timely, and genuine. An appreciative gesture is more impactful when it is not generic. An example of this is: “John, the way you handled that client’s concern yesterday showed real professionalism and creative problem-solving. That’s exactly the kind of customer service that sets us apart.” Mary Barra, CEO of General Motors, demonstrated this gesture of appreciation during one of the toughest periods in the company’s history. When GM faced a massive recall crisis early in her tenure, she could have pointed fingers or thrown people under the bus. Instead, she repeatedly thanked the teams working around the clock to address the issues, acknowledging their dedication publicly and privately. She understood that during crisis, appreciation becomes even more crucial. Her approach helped maintain morale during a period when it could easily have collapsed.

In 2001, Doug Conant approached his role as CEO of Campbell Soup Company with an act of appreciation when he took over a demoralized organization. The company was struggling, employee engagement was at an all-time low, and the culture was toxic. One of Conant’s first initiatives was simple: he committed to writing personal thank-you notes to employees. Over his ten years as CEO, he wrote more than 30,000 handwritten notes to employees at all levels.

These notes were not generic certificates, but personal, and specific notes acknowledging individual contributions. He would walk the floors, learn about people’s work, and then follow up with a note. The culture transformed, and so did the business performance. Campbell Soup Company became one of the best-performing food companies of that period.

Don’t be the leader who only notices mistakes. There are managers who are quick to criticize but slow to praise. That isn’t a good leadership trait. If the only time your team hears from you is when something goes wrong, you’re not leading but policing. Appreciation isn’t about flattery; it’s about respect. And in today’s workplace, where talent has options and are getting scarce, leaders who master the art of recognition will always have the strongest, and most committed teams. You can take a moment to reflect: “When was the last time I genuinely appreciated someone on my team?” If you can’t remember, it’s time to start.

Four points to note for appreciating team members:

• Make it a Habit: Appreciation shouldn't be a one-off event. It must be part of your leadership style.
• Be Specific: Don't just say "good job." Explain why you appreciate the activity and the impact it had.
• Be Authentic: Insincere praise is worse than no praise at all. Let it not be flattery
• Be Timely: Don’t wait. Offer appreciation in a timely manner. The sooner, the better.

In conclusion, never underestimate the power of appreciation. It's not just about boosting morale; it's also about building a team that feels valued and motivated to achieve great things. By showing genuine gratitude for your team's efforts, you're not only being a good leader, but also fostering a culture of loyalty and excellence. Richard Branson, the founder of Virgin Group, is known for his personal notes of thanks to employees, which have been credited with fostering a loyal and motivated workforce. His approach demonstrates that even small gestures of appreciation can have a significant impact on team morale and productivity.

Oluwole Dada is the General Manager at SecureID Limited, Africa’s largest smart card manufacturing plant in Lagos, Nigeria.