Kindness is good for workplaces – how can we make it happen?

ople and even evolve into new expressions along the way.

Bill Taylor, co-founder of Fast Company, shared his thoughts on this idea. He argues that Zaki’s insight, while crucial for improving society, also has transformative potential for companies. Instead of issuing kindness as a “directive,” Taylor suggests treating it like a contagion by creating environments where everyone naturally “catches” it.

One inspiring example comes from the customer service transformation at Mercedes-Benz USA under the leadership of Stephen Cannon, their President and CEO. Cannon recognized that every customer interaction boiled down to a personal encounter — moments where employees could either create unforgettable experiences or deliver a standard, uninspired service. To shift the culture, he championed a grassroots movement to empower employees to go above and beyond for customers.

Here are just two stories that highlight this transformation:

• A dealer, after finalizing a sale, noticed it was the customer’s birthday. What did they do? They ordered a cake and threw a small celebration when the customer came to pick up their car.
• Another customer, on her way to her son’s graduation, found herself stranded with a flat tire. When she pulled into a Mercedes dealership in a panic, she learned they didn’t have the right replacement tire in stock. The service manager sprang into action—jacking up a new car from the showroom to remove one of its tires and send the mother on her way.

These moments weren’t mandated from the top; they bubbled up from empowered employees who embraced a culture of care. As Taylor eloquently puts it, “You can’t order people to be kind, but you can spark a kindness contagion.”