What can a supermarket coupon teach us about leadership? Plenty, says Huma Khan, Catalina UK’s Country Leader and a specialist in organisational psychology. What began as a light-hearted idea – National Coupon Awareness Month – led to a deeper discovery: the same forces that drive shoppers to save can help leaders motivate, connect and build trust.
At a time when organisations everywhere are searching for ways to inspire people and rebuild loyalty, Khan believes the answers might just lie in the checkout queue. Here are five lessons from the supermarket aisle that every leader should know.
Don’t underestimate the power of small wins
Behavioural research – notably Teresa Amabile’s Progress Principle – shows that small, visible wins have an outsized impact on motivation and satisfaction. In Catalina’s latest study, shoppers described how even modest savings create a sense of progress and control during uncertain times.
“Small wins matter,” says Khan. “A 50p saving might not change a household budget, but it can change how people feel about their ability to cope.”
The same is true inside organisations. When leaders recognise incremental progress (whether it’s a project milestone, a behavioural shift, or a cultural change), they generate momentum. Those micro-moments build resilience, trust, and collective confidence.
Make it tangible: People trust what they can hold
In a world dominated by digital touchpoints, Catalina’s campaign also revealed something surprisingly enduring: people trust what they can touch. The endowment effect, explored by behavioural economists Daniel Kahneman and Richard Thaler, shows that physical ownership creates emotional attachment and perceived value.
For shoppers, that means a colourful coupon feels more ‘real’, and the same data shows colour coupons are 10 times more likely to be redeemed than black-and-white ones.
“The tangibility of a coupon builds trust,” Khan explains. “It’s a visible promise of value.”
The same applies in leadership. Tangible actions – visible commitments, consistent follow-through, and transparency – build far more trust than abstract declarations. People believe in what they can see.
Design for emotion, not just logic
From Dan Ariely’s Predictably Irrational to Kahneman’s Thinking, Fast and Slow, decades of research shows that most decisions are emotional, not rational. Catalina’s findings echo this: colour, tone, and personalisation don’t just inform behaviour – they move people.
“When coupons are personalised, they make shoppers feel seen,” says Khan. “That emotional recognition turns savings into loyalty.”
The same is true for leadership. Facts persuade, but feelings inspire. The most effective leaders and brands don’t just communicate data: they connect emotionally, fostering belonging and belief.
Nudge, don’t push
Behavioural ‘nudging,’ popularised by Thaler and Sunstein, demonstrates that small design choices, like timing, placement and tone, can change behaviour more effectively than direct persuasion. “Good design influences without coercion,” Khan continues. “The same goes for leadership. The best leaders don’t force decisions; they create environments where good choices happen naturally.”
Whether in a retail aisle or a boardroom, subtle cues can steer behaviour far more effectively than pressure or instruction.
Lead with empathy and curiosity
Psychologists such as Daniel Goleman and Amy Edmondson emphasise empathy and curiosity as the cornerstones of both innovation and trust. In her recent on-the-ground conversations with shoppers in West London, Huma found the same truth: people are simply trying to make good choices in difficult times.
“When shoppers feel understood, they respond with loyalty,” says Khan. “The same is true for teams. People don’t resist change, they resist feeling unseen.”
Empathy, whether expressed through a personalised offer or an open conversation, builds the foundation for sustainable performance and genuine connection.
Long Love the Coupon, and the lessons it teaches
As the month unfolds, Huma invites the nation to rethink what value really means at a critical time – with food prices up around 25% between 2022 and 2024, compared with just 9% across the previous decade.
“The psychology of saving and the psychology of leadership aren’t that different,” Khan reflects. “Both are about helping people feel seen, supported, and in control.”
And that, in both shopping and leadership, may be the ultimate return on investment.
* Catalina UK research based on 1,000 nationally representative UK grocery shoppers, conducted by independent insight agency Simpson Carpenter in June 2025. To download the full report or learn more about the research, please visit: Catalina, 2025 Shopper Research.
To find out more about National Coupon Awareness Month 2025 (and how to get involved), please visit: National Coupon Awareness Month 2025
