What kindness actually looks like in the workplace
If kindness is at the forefront of everything we do, everyone thrives and succeeds. We ask company leaders for their thoughts on making kindness a business necessity.
Name three killer traits of a company that’s likely to crush their revenue goals. Passion? Innovation? Accountability? Perhaps integrity, even.
And kindness? We’ll bet that one lands far from the top of the list.
What about the top three qualities of an organisation that builds deep, lasting relationships with clients and partners, sticks to working practices that affords its team the freedom to work in a way that suits them; and in doing so, increases turnover and profit every year?
In a world that is more competitive, more fractious, yet in some ways more connected than ever, genuine acts of kindness help us to leverage our unique human capabilities, and to do our very best work. That is, the kind of nuanced good stuff that only us people – feeling, complex, layered flesh and blood – and not our beloved AI buddies, can do.
But what does kindness look like in the workplace? We spoke to several business founders, leaders and managers to get their take on the impact of being kind at work, and how to ensure it’s at the forefront of daily interactions. Here’s what came up:
Harriette Foulkes-Arnold, founder of The Contented Agency, says: “Showing kindness is about listening actively, acknowledging different perspectives and – for us as content creators – telling inclusive stories. Then, it’s about creating a supporting environment that enables people to thrive. That creates a sense of belonging. For many of our team, loneliness can be a factor. Kindness sees individuals, where they are at, what they need and how to support them. We know that if kindness is at the forefront of everything we do, Contented will thrive and succeed.”
“For me, regardless of where you work or the role you have in an organisation, kindness is fundamental for creating a place where people from all backgrounds want to come and spend their time. Kindness helps to foster more positive experiences across the whole organisation and all teams.” – Marc Thomas, Global Head of Strategic Partners at Smartly
“Kindness is the concern we have for the well-being of our colleagues. It is a basis for all our interactions. Honesty has to be a big part of kindness (kind is different from being “nice”), and when you feel your colleagues care for your well-being, that builds an environment of trust. Trust allows people to be more open, happier and grow themselves.” – Gerard Miles, Co-CEO, Mission One
“I think kindness in the workplace comes from genuine active listening and being there. It’s pretty tough for a lot of people right now, and in 1.1s it’s good to just shut up and properly listen to your teams (I mean really listen properly, with laptops shut and phones off), as everyone has frustrations that they want to get off their chest. Other than that, it’s about people feeling that their company gets them. Understanding that they have a life outside of work that needs to be balanced and accommodated with the demands of work.” – Darren Elliott, Senior Director of Sales at Appsflyer
“We spend most of our time at work – yet there is so much outside of the workplace that affects who you are and how your workday goes. As an employer, putting kindness at the heart of your business is absolutely key. Not only is this the right thing to do by your people, you’re also far more likely to get the most out of them for the business too, no matter what’s happening elsewhere in their lives. A lack of open-hearted space adds to people’s loads and reduces productivity.
It’s simple, free and accessible to have ‘kind’ as a default setting – so there’s no excuse not to.” – Nina Whittaker, CEO at Stratton Craig
It’s hardly surprising that listening cropped up more than once.
Real listening means hearing and seeing both collective and individual needs, and understanding your employees as people – embracing all that comes with the talent and experience that you hired. An approach that adopts equity, not just equality, is needed. Not all employees are the same, nor do they begin from the same starting line, so why treat them as if this were the case?
Balancing business and people needs can be complex. But as an organisation whose 2024 has required more flexibility and understanding than ever, whilst simultaneously enjoying its biggest yet for revenue, we’ll hedge our bets that for 2025 and beyond, putting kindness at the forefront of our daily grind will serve us and our clients enormously.
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