Kindness isn’t just a feel – good option. It’s a strategic advantage – especially during times of change where we need to have psychological safety, innovation and experimentation. According to the Harvard Business Review, when leaders treat kindness as a daily responsibility — not a personality trait — teams perform better, trust faster, and stay longer. Here’s how to make kindness concrete:
- Make Kindness a Job Requirement: Don’t leave it to chance. Build kindness into leadership expectations, onboarding, and team rituals. It should show up in how meetings are run, how feedback is given, and how decisions are made.
- Spell Out What Kindness Looks Like: Vague intentions don’t change behavior. Define specific actions — like listening without interrupting, sharing credit, or checking in after tough conversations. Make it observable and coachable.
- Track It Like You Mean It: If you measure engagement, performance, and retention, measure kindness too. Use pulse surveys, peer feedback, and manager reviews to surface patterns and blind spots.
- Celebrate It Loudly and Often: Kindness thrives when it’s seen and rewarded. Highlight it in team huddles, shout-outs, and performance reviews. Make it part of your culture’s daily language.
A great share by the Glasers
