The Power of Thank You Notes

Now that the holiday season is in full swing, it’s the perfect time to think about how we can use thank-you notes in our businesses and lives to express our gratitude to others.

When to Say Thank You

There are many opportunities in business to say thank you:


  • When a client or associate sends you a referral that results in business
  • When an employee goes out of their way to fix a problem or make a customer happy
  • When a customer makes a large purchase
  • When a vendor over-delivers
  • When someone sends a gift
  • After a speaking engagement or an event when someone has hosted you
  • When someone provides advice that has been helpful, whether face-to-face or in a recommended book or article
  • When someone does a favor or something nice you’d like to reward


Keeping thank-you notes top of mind will help you think of more opportunities to use them.

What to Say in Your Thank-You Note

You don’t have to be a professional writer to make a thank you note sound good—just write from the heart. Let the recipient know what you are thanking them for. Express a detail about the item or activity involved. And then thank them again.


If you are unsure about what to say, write a draft you can edit first. Then transfer the version you are happy with to your stationery. It’s far better to hand-write your thank-you note than to use a computer-generated one.


Personalized stationery for thank-you notes is a nice touch. This personalization adds a formal and professional feel to your thank-you note, enriching the experience for the recipient.


Sending gift baskets can be a good idea, but sending a hand-written thank-you note alone can be the most powerful action you can take, especially if it’s not expected.


While many businesses send holiday cards each year, thank-you notes can be far more powerful. If your budget is limited, you might want to replace your holiday mailing with thank-you notes instead.


One thing you should be sure to avoid: Making your thank-you note an ad for your company. If you want to send promotional items such as t-shirts, mugs, or other items, do NOT do it with your thank-you card. Sending thank-you notes is not a marketing event; it’s a time for gratitude. Offering promotional items can be a welcome gesture—just don’t do it at the same time.


Helping others feel gratitude is the fastest way to experience your own happiness. Sending thank-you notes is not only good for business, but it’s also good for our health and wellness.

Our Latest Insight


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​There is a frustrating stage of growth when the business makes more money and becomes harder to run. You expected growth to create leverage. Instead, your calendar is fuller and decisions take longer. Projects compete for the same people. Expenses become harder to explain. Accounting needs more information from Operations. Operations needs more information from Accounting. And the accounting systems that carried you to $2 million were not built for $15 million. Nothing necessarily looks broken. That is what makes this stage so deceptive. The processes that got you here may still work. Your people may still be good. Your customers may still be buying. What changed is the weight your existing structure is being asked to carry. At $2 million, you can still personally compensate for the gaps. Somewhere on the road to $5 million, $10 million, or $15 million, that stops being possible. The business did not suddenly become dysfunctional. It outgrew its dependence on informal coordination.  Part 5 of a 5-part series on the COO-Accounting relationship
By Alisa McCabe • October 12, 2026
If Article 3 felt a little too familiar, your first instinct may be to call a meeting. You tell Operations and Accounting they need to communicate better. That will not fix it. The five warning signs were never personality problems. They were signs that your accounting systems and routines were never intentionally built around how these two functions work together. People cannot follow a structure that does not exist. Accounting cannot inform decisions they do not know are being considered. Your COO cannot use financial information they cannot access in time. The fix is not complicated. That does not mean it happens naturally. Most of what you need to build will feel almost obvious. Recurring conversations. Clear handoffs. Shared definitions. Access to the right information. This is not glamorous work. That is probably one reason it gets overlooked. For the first few months, you may have to follow up constantly. People will forget. Meetings will get moved. Someone will make a decision and skip the handoff. Then something starts to change. The follow-up becomes unnecessary. Information moves without you. Problems get caught earlier. Eventually the results look effortless from the outside. They were not. You built the relationship that made them possible.  ​ Part 4 of a 5-part series on the COO-Accounting relationship
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