Ten gratitude journaling prompts to get you started.

Recording and discussing our gratitude is a theme that comes up repeatedly in the ‘I Love it Here’ podcast, which I co-host with Caleb Foster and Jonathan Cooper.

It is also a topic that came up in our PeopleUnboxed team meeting earlier this week.

Although you could use an old-school (analogue/manual?!) diary, I am totally on board with using digital tools; in my case, the excellent DayOne App

Getting started with gratitude journaling needs to become a habit. Building a habit becomes easier if you have a set of prompts. Gratitude journaling prompts are questions that help you get into a gratitude mindset to reflect on all the things in your life that you are grateful to have.

Fortunately, the folk at DayOne not only make a super platform, they also really “get” journaling.

So here are ten gratitude journaling prompts to help inspire your next gratitude journaling session, as shared on DayOne’s blog.

1. What are three things you are grateful for today?

Right here, right now, what are the first few things that come to mind when you think of what you are grateful for in your life?

2. Who are you grateful for today?

Consider your friendships, relationships, pets, or even someone you admire that you’ve never met. Who comes to mind? List them out and envision their faces as you make a list.

3. What are three reasons you are glad to be alive today?

What makes you grateful to still be living and breathing right now?

4. In what ways have you grown as a person over the last year?

Even in challenging times, we can still reflect on how we’ve evolved and changed for the better.

5. What is something you are grateful to have learned recently?

From new skills or hobbies to more significant life lessons or self-insights, what’s something new you didn’t know?

6. What are three qualities you appreciate about yourself?

When it comes to expressing gratitude, we may have difficulty recognising the qualities, characteristics, or strengths we’re thankful to possess.

7. What is something you feel “lucky” to have in your life?

Gratitude often involves recognising the people, things, or circumstances in our lives that seem to exist outside of anything we did to them. What are those things for you?

8. What is a simple delight you have been enjoying lately?

Our everyday lives offer a chance to savour the little things and the simple pleasures. What is a simple delight you enjoy, even if you’re never taken the time to appreciate it?

9. What do you like about where you live right now?

No matter where you live, identify something about the location, community, or home you’re in that you like.

10. How does expressing gratitude make you feel right now?

Reflecting on what you’re grateful for will likely produce a distinct feeling or emotional response. What have you experienced by reflecting on what you’re grateful for today?

I’d love to hear if you have any others, that I should add to the list as prompts!

The 4Ps of Candid Conversations


The “Four Ps” model can help us to plan for a difficult or candid conversation so that both parties find it beneficial.

Learning Outcomes

  • Learn how to plan for a difficult or candid conversation so that both parties find it beneficial
  • Understand how to use the 4Ps to deliver a difficult message
  • Consider how this can help manage under-performance in a structured manner

Assertive Disagreement


When you disagree with someone, it is often best to be direct and clear, as it avoids an unfortunate misunderstanding. People can shy away from disagreement as it can sometimes feel confrontational. The assertive approach introduced in this module helps you to express your disagreement in a professional, constructive manner.

Learning Outcomes

  • Learn what assertiveness is
  • Learn a process to put your case across without getting emotional
  • Provide context for how to use the model in a real-world environment

Thomas-Kilmann Conflict Mode Instrument


Because no two individuals have exactly the same expectations and desires, conflict is a natural part of our interactions with others. This self-test assessment will tell you more about your predominant style of handling conflict and what this means.

Learning Outcomes

  • Provide a starting point for your development
  • Identify your conflict handling style
  • Learn about the five conflict handling modes

AID Feedback Model


Providing feedback that encourages open dialogue and communication enhances your credibility as both a teammate and as a leader. AID is a simple feedback model that can be used for positive moments and those that need corrective action.

Learning Outcomes

  • Learn a simple model for providing feedback
  • Identify your own role in each of the stages
  • Discover the benefits of creating a feedback culture

Action-Centred Leadership


Good managers and leaders should have full command of the three main areas of the Action-Centred Leadership model and should use each of the elements according to the situation.

Learning Outcomes

  • Discover John Adair’s action-centred leadership model
  • Learn how to adapt the model for your own work situation
  • Investigate the danger of becoming out of balance

Question Types


Asking the right question is at the heart of effective communication and information exchange. Using the right questions can improve a whole range of communication skills; the information we receive back (the answer) will depend very much on the type of question we ask.

Learning Outcomes

  • Learn why asking the right question is at the heart of effective communication and information exchange
  • Discover why the right questions in a particular situation can improve a whole range of communication skills

Dr. Mehrabian’s Communication Model


We are always communicating, even when we are not speaking. Other factors communicate what we really think and feel, which can be explained by looking at Albert Mehrabian’s communication model.

Learning Outcomes

  • Learn the impact of mixed messages when communicating
  • Understand that communication is a blend of words, body language and tone

Situational Leadership


Leaders need to tailor their approach based on the person they are coaching, their experience at the task and their level of enthusiasm for completing it.

The ability to adapt your leadership style to cater to different tasks and your people’s needs is called situational leadership.

Learning Outcomes

  • Understand Hersey and Blanchard’s situational leadership model
  • Recognise directive and supportive behaviours
  • Understand the four leadership styles in line with situational leadership
  • Understand the development levels of team members, based on competence and commitment
  • Become confident with flexing your leadership style to the individual and the situation