I ask my clients to share one thing they’re grateful for.
And almost every time, I’m met with silence.
These are brilliant CEOs, CPOs, and CHROs. People who can dissect complex org structures, navigate board dynamics, and make million-dollar decisions without blinking.
But when I ask about gratitude, they struggle.
One CEO told me last month, "Adam, this is honestly the hardest part of our sessions."
I don’t think this is because my clients don't have good things happening, but because their minds are so consumed with business problems that pausing to see what IS working feels foreign.
We’re wired to spot problems. Scan for risks. See the fire before anyone smells smoke.
This is literally what makes leaders successful.
But here's the thing—when problem-spotting becomes your only lens, it becomes your culture.
Your team starts scanning for what's wrong because that's what gets attention. What gets rewarded. What feels safe to share.
And slowly, the entire culture tilts toward the negative.
Gratitude isn't fluff. It's neuroscience. It activates your brain's dopamine pathways—the same ones tied to motivation and decision-making. Leaders who practice it are rated more trustworthy and approachable, which builds the psychological safety that drives innovation.
The fix isn't complicated. But it requires intention.
Try this experiment in your next 1:1:
Start with: "Tell me something that's going well."
Not as a throwaway warm-up question. As a genuine curiosity about what's working.
Watch what happens when your team realizes you notice the good, not just the gaps.
My question for you:
What's one thing going well in your organization right now that you haven't acknowledged yet?
Drop it in the comments. Let's practice this together.
