Building a Culture of Gratitude, Fun, and Surprise: The Leadership Habit That Keeps Teams Engaged

Peter Loew writing a thoughtful thank-you note at a bright office desk

A team culture is built through what people experience every day.

It is shaped by how a manager responds to a mistake, how coworkers treat one another during a busy week, and whether people feel that their effort is noticed. While big team events and formal awards have their place, culture is usually formed through smaller moments.

A sincere thank-you. A little humor during a stressful afternoon. A thoughtful surprise after a demanding project.

In Leadership Looks Like This Sometimes, Peter Loew explores how leaders can build connection by intentionally creating a culture of gratitude, fun, and surprise. The goal is not to turn work into a constant celebration. It is to make appreciation, human connection, and shared enjoyment part of the normal rhythm of work.

For young professionals and first-time managers, this is an important lesson: leadership does not always require a large budget or a complicated program. Small, consistent actions often have the greatest impact.

Why gratitude matters at work

People want to know that their work matters.

That does not mean everyone needs public praise or a reward every time they complete a task. It does mean employees need meaningful signals that their contributions are seen and valued.

Gallup includes this statement in its employee engagement survey:

“In the last seven days, I have received recognition or praise for doing good work.”

The timing matters. Recognition is not only useful during annual reviews or after major accomplishments. It is most effective when it is timely and connected to something the person recently did.

A manager might say:

“Thank you for staying late to help us meet the deadline. Your effort gave the rest of the team room to finish strong.”
“I appreciated how clearly you explained that issue to the client. You made a difficult conversation easier.”
“You noticed a problem before it became a larger one. That attention to detail helped the whole team.”

These statements are more powerful than a general “good job” because they explain what happened and why it mattered.

Research from Gallup on employee recognition connects meaningful recognition with engagement, well-being, and retention. But gratitude only works when it is genuine. If people hear the same automatic praise after every task, they may stop believing it.

The best recognition is specific, honest, and personal.

Start with small, repeatable habits

First-time managers sometimes feel pressure to create an impressive culture immediately. They may plan a large event, purchase expensive gifts, or introduce a new recognition system.

Those efforts can be positive, but culture does not depend on grand gestures. A manager who consistently notices people will usually have more influence than one who organizes an occasional celebration but is disconnected the rest of the time.

Here are a few simple habits to begin with.

1. Thank one person each day

At the end of each workday, think of one person whose effort made a difference. Send a short message or mention it the next time you see them.

The message does not need to be long. Try this structure:

What you did + why it mattered + my appreciation

For example:

“Thanks for organizing the project notes today. It helped us leave the meeting with clear next steps. I appreciate how dependable you are.”

A daily habit like this takes only a few minutes, but it trains you to pay attention to the work happening around you.

2. Add appreciation to one regular meeting

You do not need to add another meeting to everyone’s calendar. Use a meeting that already exists.

At the beginning or end of a weekly team meeting, invite people to recognize someone who helped them. Keep the activity brief. One sentence is enough.

You might ask:

“Who helped you move something forward this week?”
“What is one team contribution you appreciated?”
“What is one small win we should notice?”

Participation should be encouraged, not forced. Some people are comfortable speaking publicly; others prefer a private note or message. Give people different ways to participate.

3. Recognize effort and progress

Results matter, but so does the work that leads to them.

A team member may take initiative, learn a new skill, support a colleague, or make a thoughtful attempt that does not produce the desired result. If leaders only recognize perfect outcomes, employees may become afraid to experiment or take responsible risks.

Recognize behaviors that support learning and teamwork:

Asking a useful question
Sharing information with the team
Improving a process
Helping a new colleague
Taking responsibility for a mistake
Continuing through a difficult assignment

This kind of appreciation helps create a team where people can grow.

Peter Loew with a diverse team of young professionals sharing a relaxed, genuine moment after completing a project

Make room for fun without forcing it

Fun at work does not have to mean constant games, loud celebrations, or a manager trying too hard to be entertaining.

Often, fun is simply the feeling that people are allowed to be human.

A team can work seriously while still enjoying one another’s company. A little laughter, a shared tradition, or a relaxed conversation can make demanding work more sustainable.

Consider these low-pressure ideas:

Celebrate the completion of a difficult project with coffee or lunch.
Begin a team meeting with a light question, such as “What is one small win from your week?”
Create a team tradition for welcoming new employees.
Recognize personal milestones when employees are comfortable sharing them.
Give the team permission to take a short break after an intense deadline.
Share appropriate humor, stories, or music that help the team feel connected.

The key is to know your team. Not everyone enjoys the same activities, and not every moment needs to become a group event. A good leader creates opportunities for connection without making employees perform happiness.

Fun should add energy, not create pressure.

Use surprise to show that you are paying attention

Surprise can make appreciation memorable, but it does not need to be expensive.

A small unexpected gesture communicates something important: “I noticed what you did, and I wanted you to know.”

Examples include:

Leaving a handwritten thank-you note on someone’s desk
Bringing coffee for a team member who helped during a busy week
Sending a personal message after a challenging presentation
Giving someone a quiet afternoon to focus after a demanding project
Highlighting behind-the-scenes work in a team update
Offering an opportunity to learn, lead, or present because you noticed someone’s potential

The gesture should fit the person. One employee may enjoy public recognition. Another may prefer a private note. Someone else may value time, flexibility, or a development opportunity more than a gift.

Before surprising someone, consider what would actually feel meaningful to them.

Peter Loew sharing a small thoughtful surprise and thank-you card at a desk in the office

Keep gratitude fair and authentic

A culture of gratitude should never be used to hide deeper problems.

A thank-you note does not replace fair pay, reasonable workloads, clear expectations, useful feedback, or opportunities for growth. Leaders should not ask employees to feel grateful for chronic stress or accept poor treatment.

Harvard Business Review has also examined the risk of gratitude leading people to accept less than they deserve. Appreciation is healthiest when it exists alongside fairness.

Recognition should also be distributed thoughtfully. If the same few people are praised repeatedly while others’ contributions remain invisible, gratitude can create resentment instead of connection.

Pay attention to all kinds of work, including:

Administrative tasks
Customer support
Mentoring
Problem prevention
Emotional labor
Collaboration
Behind-the-scenes preparation

Do not confuse visibility with value. Some of the most important contributions happen quietly.

A simple weekly practice for new managers

If you are a first-time manager, try this routine for the next four weeks:

Monday: Notice
Choose one team behavior you want to encourage, such as collaboration, reliability, or learning.

Tuesday: Appreciate
Send one specific thank-you connected to that behavior.

Wednesday: Connect
Have a short, informal conversation with someone on your team. Ask how their week is going and listen without immediately trying to fix everything.

Thursday: Add some lightness
Create a small moment of fun: share a team win, take a brief break, or recognize progress during a meeting.

Friday: Reflect
Ask yourself:

Who contributed in a way I might have missed?
Did I recognize effort as well as results?
Did everyone have a fair opportunity to be heard?
What small action helped the team feel more connected?

This routine is simple enough to maintain, which is exactly why it can work.

Peter Loew leading an inclusive hybrid team check-in with remote and in-person colleagues

Leadership is often found in the little things

Building a culture of gratitude, fun, and surprise is not about becoming a performer or trying to keep everyone cheerful all the time.

It is about becoming more intentional.

Notice people. Thank them specifically. Create room for appropriate fun. Offer small surprises that show you are paying attention. Make appreciation part of regular work rather than saving it for special occasions.

As Peter Loew’s leadership lessons emphasize, people remember how leaders make them feel. They remember whether their effort was recognized, whether they were treated with respect, and whether work felt like a place where they could contribute and belong.

You do not need to change the entire culture in one week.

Start with one genuine thank-you today. Then repeat it tomorrow. Over time, those small actions can become one of the strongest leadership habits you develop.