Communicating with Employees — Building a Culture of Respect and Gratitude
- Deborah Ann Martin
- Nov 23
- 4 min read
Updated: Nov 24
I’ve learned that a team doesn’t fall apart because of one mistake. It breaks down when communication dies—when people stop talking, stop appreciating, stop trusting. If you're a new supervisor trying to build a team that works well together, communication is where everything starts.
This isn’t about giving perfect speeches or running flawless meetings. It’s about everyday moments—how you respond when someone messes up, how you give feedback, how you show that you see your people.
As a new manager, you want to start building a culture where communication is more than just talk. It's the foundation of respect and gratitude.
Respect Their Time and Abilities
You don’t have to do everything yourself—and you shouldn’t. But if you’re going to delegate, it starts with respect. Respect your team's time. Respect their brainpower. Respect what they bring to the table.
Practical ways to show respect:
Don’t schedule meetings just to talk. Have an agenda. Start on time. End on time.
Before giving someone a task, ask about their workload.
Acknowledge their expertise. Ask for their ideas before handing down solutions.
Be honest if something will waste their time. “I know this training is repetitive, but it’s a requirement. Let’s knock it out.”
It sounds simple, but honoring people’s time and strengths builds the kind of trust that keeps teams together.
Say Thank You—and Mean It
Never underestimate the power of appreciation. A simple "thank you" after a rough day can reset someone’s whole week. Public praise matters, but quiet gratitude sticks just as deeply.
Try this:
End your week by sending a thank-you message to one person who helped in a small but meaningful way.
When someone catches something before it becomes a problem, say, “I appreciate your attention to detail. That saved us a headache.”
Recognize behind-the-scenes work—cleanup, documentation, customer follow-up.
People don’t just want recognition. They want to know someone noticed.
Make Feedback Safe and Clear
Feedback is one of the most important tools you have, but only if your team trusts that you’re not out to shame them.
I always remind myself: reprimand in private, praise in public. If the whole team needs a course correction, I say, “I’ve noticed that we’re pushing changes without documentation. Let’s tighten that up going forward. It matters.” No names. No blame. Just truth.
Feedback that builds trust:
Use “I” statements instead of “you” accusations.
“I noticed the reports weren’t submitted on time, and it caused a delay.”
“You never get things done on time.”
Give feedback in the moment, not three weeks later when no one remembers.
Ask for input after giving feedback: “How can I help you avoid this next time?”
Encourage Open Dialogue
If your team only tells you good news, you’re in trouble. The best teams bring you the bad stuff early—when you can still fix it. That means you have to make it safe to speak up.
How to create that safety:
When someone tells you something hard, say “Thanks for telling me. Let’s figure it out.”
Don’t punish honesty. If someone admits a mistake, focus on fixing it, not blaming.
Use anonymous suggestion tools (like a form or comment box) if people seem hesitant.
Let them know it’s okay to disagree, as long as it’s respectful.
You don’t have to implement every idea, but you do need to make space for ideas to be shared.
Coach the Culture You Want
You set the tone. If you roll your eyes at a mistake, so will your team. If you listen with patience, they’ll learn to do the same.
Model the communication habits you want to see:
Clarify expectations up front: “Let’s make sure we’re on the same page before you start.”
Admit when you’re wrong. It builds more respect than pretending you’re perfect.
When someone speaks up, pause and listen. Even if you don’t agree.
Leadership isn't about controlling every word. It’s about creating an atmosphere where people feel heard, understood, and willing to grow.
What You Can Try Today
Pick one person to thank today—be specific about why.
Start your next meeting with a quick team win or compliment.
Ask your team: “What’s one thing we can do to improve how we communicate?”
Create a small "kudos board" or Slack thread to highlight team appreciation.
Practice giving one piece of constructive feedback using only “I” statements.
Next Steps
If you're ready to create a workplace where people feel safe to speak, valued for their contributions, and connected through real communication—start today. You don’t need a fancy program. You just need intention.
You can:
Join our peer group to learn from other supportive leaders.
Use Neighbor Chat to talk through your specific team challenges.
Book a Next Step coaching session for personalized leadership guidance.
The best teams aren’t perfect. They’re real, they communicate, and they care. And you have what it takes to lead one.
Visit SurvivingLifeLessons.com to connect.
References
Society for Human Resource Management (SHRM). “Managing a Multigenerational Workforce.” https://www.shrm.org
Harvard Business Review. “What You Need to Know About Managing Across Generations.” https://hbr.org
Pew Research Center. “Millennials overtake Baby Boomers as America’s largest generation.” https://www.pewresearch.org
American Psychological Association. “Generational differences at work.” https://www.apa.org/news/press/releases/stress/2012/generations
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