Kindness and Gratitude as Strategy
By Jeremy Clopton
In an accounting firm, culture shapes everything, from how people treat clients to how they collaborate under pressure. A culture rooted in kindness and gratitude is good for employees. It’s also a strategic choice that improves engagement, retention, and performance. And it’s far more about systems and everyday behavior than grand statements.
Why It Matters
Engagement, trust, positivity, and team cohesion increase, and turnover decreases, when employees feel genuinely appreciated.
A culture of appreciation and kindness, however, isn’t an HR initiative. It is a leadership strategy. In fact, many programs designed to build these cultures fail because they become “just another box to check.” Creating this type of culture is the result of simple, consistent practices.
Culture starts with behaviors. And, for these behaviors to stick, firm systems must support, encourage, and reward them. Culture doesn’t shift based on a memo. It changes when leaders model the change and others join in.
Research shows that, among all the things companies do to improve employee experience, helping employees build strong relationships has the most significant impact. Strong relationships thrive in a workplace with a culture of kindness and gratitude. This then fosters a workforce that is engaged and actively working together toward a common goal.
Three Practices for Firm Leaders
How do you create a culture of kindness and gratitude? Start with simple behaviors and execute them consistently.
Make gratitude part of daily work
- Start simple. Showing appreciation is as easy as saying “thank you.” In addition, handwritten notes, short emails, or check-ins are meaningful actions.
- Practice frequent, informal acknowledgements. Showing appreciation in the moment is far more powerful than waiting months for the annual review. If you need a reminder, set a calendar appointment. Don’t leave it to chance.
- Make feedback balanced. Employees value being told both what they’re doing well and how they can grow. But when leaders combine feedback poorly (the “compliment sandwich”), it sends mixed messages.
- Tailor the approach. Some team members prefer a public shout-out, others a quiet note. Respect individual preferences.
Align the firm’s systems
- Don’t just talk about culture. Modify structural elements (processes, metrics, workflows) to reinforce the behaviors you want.
- Review your performance system. Do your systems reward only production, or do they also recognize team-building behaviors, mentoring, and collaboration? Remember that what gets rewarded gets repeated.
- Incorporate kindness indicators. Peer-recognition programs, internal “thank you” practices, and visibility for helping others across teams can make your culture change seen and heard.
Create a movement, not a mandate
- Lead by example. Firm leaders must visibly model kindness and gratitude. If the most influential people in the firm only go through the motions, the change won’t stick.
- Identify culture champions (regardless of their level in the firm). Individuals who naturally exhibit the desired behaviors should be empowered to share their stories, lead small initiatives, and raise awareness.
- Celebrate early wins. When someone helps a colleague in a meaningful way, share that story broadly, so others see what kindness and gratitude looks like in practice.
- Make the change peer-driven. The movement spreads faster when feedback is given peer-to-peer (not just top-down). Encourage internal networks, peer shout-outs, and team recognition.
Though we are more connected than ever before, we are experiencing less connection. We have an opportunity to create communities within our firms that people want to be a part of. And most would prefer a kind and appreciative community.
What It Looks Like In Practice
- Every week take the time to show appreciation for a team member.
- In performance reviews ask: “In what ways have you supported colleagues or helped the team beyond your direct assignments?”
- On the intranet or internal newsletter share stories of how someone helped internally or went above and beyond to support a teammate.
- When onboarding new hires include a segment about how kindness and gratitude are expected behaviors and how you ensure that continues.
Limit big events and expensive rewards. Research shows it’s the little things that matter.
Things to Avoid
- DON’T make it just a program: If you treat gratitude as a campaign, you’ll get temporary activity, but not lasting change. Systems must change.
- DON’T use only annual/quarterly recognition: Recognition that happens only annually or in big ceremonies may feel insincere. Smaller, timely, frequent acknowledgements are more effective.
- DON’T skip systemic changes: If you ask people to behave differently, but your metrics, workflow, and rewards remain unchanged, you’ll send conflicting signals.
- DON’T neglect culture ambassadors: Without grassroots support, change will stall. Recruit and empower people across levels.
- DON’T fail to pair feedback and gratitude: When expressing thanks, you can still provide development advice and clarity. Gratitude doesn’t replace feedback, it complements it.
A Final Thought
A culture of kindness and gratitude strengthens relationships, enhances performance, and makes your firm a place where people are proud to work. It doesn’t require big initiatives, just consistent actions supported by systems that reinforce what you value.
Perhaps the emphasis on kindness and gratitude is just what you need to get through your next busy season in a way that improves your culture.
What’s one meaningful thank you that you can offer someone on your team this week?
