I mean REALLY value and appreciate them - Genuinely, personally and specifically.

A generic email or a token speech at the xmas dinner doesn't cut it.

Let get straight to the summary here and then go into it in detail for those that are time short.

  • Happier/more fulfilled  people make better decisions.
  • Feeling valued and appreciated (genuinely) is a fundamental human need.
  • You care about them and they're more likely to care about you (and your organisation). If they believe what you believe about the aim and aspirations of the organisation they will be more proactive in making decisions that benefit, protect or progress those aims.
  • You don't care about them and its highly unlike that they will give a damn about you or what ever it is you want them to  do.
  • Everyone wants to feel that they've done a good job regardless of the job - tell them so and they are way more likely to repeat it or even do a better one next time if they think they might get more appreciation.

Here's the thing though - the key is to put considered effort into it and value and appreciate people when they do exactly or only what you ask or pay them to do - not just when they go 'above and beyond'.   

In fact I'm going to go so far as to say that if you did nothing else BUT put time and effort into genuinely, specifically and personally valuing your staff - you would see a big, positive  difference in what I call the key three areas of an organisation or business - these being Client experience/customer service -robust safety standards - working environment. 

Scenario 1

Don't Genuinely, personally and specifically value and appreciate your staff consistently = A very high likelihood of them not really caring about you, your organisation or your clients (yes there will always be exceptions - or rather exceptional people - but even these have limits).

Scenario 2

Do Genuinely, personally and specifically value and appreciate your staff consistently = A very high likelihood of them really caring about you, your organisation and your clients (yes there are exceptions here too).

Think of a time when you worked somewhere and you really didn't like. your job.  Was it the job? Initially you might think so but take a minute and ask your self whether the manager, owner, team leader etc valued you? Did you feel appreciated? I doubt it. 

Even the seemingly most mundane jobs can seem ok if you feel that the effort and contribution you've put in matters - cleaning the toilet, keeping the store room tidy, answering calls on reception, stacking shelves, handing out leaflets in the street - if your manager or boss really valued your efforts then you felt a lot better about doing it.

So now as you are the manager, chief instructor, CO, team leader, business owner the appreciation and valuing of your staff is your primary concern - you take care of them, THEY take care of the business/clients and the clients take care of the bottom line etc by coming back and so on.


A. Look at scenario 1 and write down three ways in which that will help your business/organisation.

B. Look at scenario 2 and write down three ways in which that will help your business/organisation

C. Think of three ways that you can begin to improve the way you appreciate and value your staff. There are some examples below but make sure you make it specific to YOUR staff. *

D. Finally commit to trying this for 30 days - 

*  - No it won't be a quick fix.

 - Yes you do have time and it will actually save you time. (examples: think of how much time it costs you to recruit new staff or deal will underperforming staff.

- Yes it might require you to swallow some pride, you might need to 'get out of your own way'.

Ways to value and appreciate your staff

  • Challenge them - reward their skills and knowledge by using it and stretching them.
  • Appreciate the small things - even if it's what you pay them to do - even if they've done exactly or only what they're supposed to - appreciate it - because if they hadn't done it your life would be a little (or a lot) more hassle and you chase, sort, fight fires, deal with complaints etc..
  • Have empathy - their family, friends, interests, issues, 
  • Show them how much their efforts mean to you AND to their colleagues.
  • Remind them of the 'bigger picture" impact that they've had. 

Authorjp Edgington