Why Kindness at Work Pays Off

Where your work meets your life.
Managing Yourself
Why Kindness at Work
Pays Off
by Andrew Swinand
July 21, 2023
HBR Staff; oxygen/Getty Images/AdobeStock
Summary. Whether you’re just entering the workforce, starting a new job, or
transitioning into people management, kindness can be a valuable attribute that
speaks volumes about your character, commitment, and long-term value. Here are
a few simple routines you can... more
When anxiety is high and morale is low, kindness isn’t a luxury —
it’s a necessity. With mass layoffs, economic uncertainty,
and geopolitical tensions, kindness is needed now more than
ever, especially at work.
Research suggests that kindness yields positive outcomes for

businesses. If you’re an emerging leader, being kind to your
employees can help you retain top talent, establish a thriving
culture, increase employee engagement, and enhance
productivity. When people receive a compliment or words of
recognition, it helps them feel more fulfilled, boosts their self-
esteem, improves their self-evaluations, and triggers positive
emotions. The result: happier, more engaged employees.
At an individual level, when you engage in acts of kindness, it

boosts serotonin and dopamine — neurotransmitters in the brain
that promote feelings of satisfaction and well-being. It also
releases endorphins, your body’s natural painkillers.
Decades of research support it: Kindness is good for everyone.
How to Be Kinder at Work

Whether you’re just entering the workforce, starting a new job, or
transitioning into people management, kindness can be a
valuable attribute that speaks volumes about your character,
commitment, and long-term value. What’s more, when you show
kindness, your goodwill will encourage the same in others within
your organization. Here are a few simple routines you can
integrate into your everyday work life that will spread kindness
and help create a culture of kindness at your organization.
Practice radical self-care.

It can be challenging to remember that being kind to others must
begin with being kind to ourselves. You may believe that self-care
is an indulgent practice — but it’s not. When your well-being
suffers, so does your performance at work. If you burn out and
have nothing left to contribute, it may also impact those around
you. The best way to be a valuable, thoughtful team member is to
be disciplined about your own wellness — your physical,
emotional, and mental well-being.
A starting point for practicing self-care at work is understanding

and managing your workload so that both you and your manager
have a clear sense of your priorities. This can help you set
boundaries when needed. Perhaps this looks like not responding
to non-urgent emails outside of traditional work hours or asking
your manager to help you organize your to-do list so that you’re
focusing on the most important tasks (rather than everything at
once). Maybe, it’s taking a sick or mental health day to recharge.
Taking time for yourself before you’re depleted is essential to self-
care and to your ability to show kindness to others.
Do your job.
What happens when you routinely arrive late or fail to complete
tasks integral to your position? Typically, others will have to take
on the work you failed to complete, leading to anxiety, stress, or
frustration for everyone. So, start with the basics by showing up
on time and doing your job to the best of your ability. This is
where your self-care practice comes into play — you can’t do your
best work without taking care of yourself first.
It’s also important to find ways to hold yourself accountable. Try

setting micro-goals for yourself daily to make progress towards
your larger goals. These are small, specific objectives that act as
stepping stones, propelling you closer to the finish line. You can
use daily lists to track your progress and also solicit feedback from
your manager and colleagues on how they view your
contributions.
Another tip is to conduct self-reviews when you complete a major

task. Think about how the task went, identify areas for
improvement, and determine how you can approach them
differently in future. With these tools, you can organize your
workload into more manageable chunks, which may free up time
for you to share kindness by lending a hand to those around you.
When you see a colleague struggling (and your workload is
comparatively light), offer to help, even if the task is outside your
normal scope of work. The smallest favors can foster a sense of
team camaraderie and support, helping build that culture of
kindness.
Reach out with intention.

With remote work, social connections don’t always occur as
organically as they used to. So, we must be intentional about
establishing and sustaining them. Make plans to meet virtually or,
even better, in person with your colleagues. Ask about their pets,
their recent move, or their family. Most importantly,
practice active listening. Showing someone that you genuinely
care about what they have to say is an impactful display of
kindness. You can do this by repeating back what they say to you
in your own words to make sure you understand their message, or
by asking thoughtful follow up questions. When someone is
shown that care, they’re more likely to give it to others, further
fostering a culture of kindness.
In addition to getting to know your colleagues better, connecting

with them on a deeper level is also a way to learn about their
challenges and pain points. This will give you insights into how
they’re feeling in and outside of work, what motivates them, and
how you can help build up their confidence.
Recognize and acknowledge people.

When your team members witness you actively engaging,
showing genuine interest in their lives, and encouraging their
potential, you foster a sense of care and empathy that can help
personify kindness in the workplace. Authentic, thoughtful
interactions show that you’re thinking about that person and
reflecting on their unique attributes and value, which can cement
social connections. The result is a positive and uplifting
environment, enabling a culture of kindness to thrive.
Start by giving authentic praise to your colleagues — which is a
powerful way to let people know you appreciate them and their
work. One way to do this is by focusing on a person’s recent
accomplishments that have genuinely impressed you. Something
as simple as “You aced that presentation in today’s meeting”
could change the trajectory of someone’s entire day. Research
backs this up. The brain processes verbal affirmations similarly to
financial rewards and praise and gratitude make people feel
valued and increase their morale.
Be conscientious with your feedback.

When you know your teammates more deeply, you can also better
understand how to offer them honest, constructive feedback.
While many may conflate “kindness” and “niceness,” they can be
very different. Niceness tends to border on people-pleasing and
can be disingenuous, while kindness is honest yet sensitive to
other people’s experiences. Being kind means offering feedback
for the betterment of the person receiving it and the overall
success of your company. You’re seeking to build someone up.
Next time you’re asked for your opinion on someone’s work, be

honest, but focus on both the positive aspects and what you think
could be improved. Start with what you like about their work and
what works well, then transition to any areas you think could use
more work. Practice framing these seemingly negative pieces of
feedback in a positive light: “This part of your presentation fell a
bit flat for me because (explain your reasoning). I think it would
be stronger if you used it as an opportunity to (make a suggestion
for improvement),” or, “I think you have so much potential to
develop your skills and be a leader in (this area).” Every piece of
feedback can reinforce your belief in someone’s abilities, even if
the feedback is critical. Showing that you care about your
coworker’s betterment is kind.
Kindness, although an intangible asset and challenging to

quantify, holds immense importance in shaping the dynamics of
your team and your organization. Creating a culture that fosters
kindness allows individuals to not only produce innovative ideas
but also feel secure enough to express and share them.
Andrew Swinand is the CEO of Publicis

Groupe Creative and Production U.S., CEO of
The Leo Burnett Group, and the co-founder of
Abundant Venture Partners a Chicago-based
incubator dedicated to improving the human
condition through investments in healthcare
and technology. Connect with him on
LinkedIn.
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Where your work meets your life.

HBR Staff; oxygen/Getty Images/AdobeStock

Research suggests that kindness yields positive outcomes for

At an individual level, when you engage in acts of kindness, it

Decades of research support it: Kindness is good for everyone.

How to Be Kinder at Work

Practice radical self-care.

A starting point for practicing self-care at work is understanding

It’s also important to find ways to hold yourself accountable. Try

Another tip is to conduct self-reviews when you complete a major

Reach out with intention.

In addition to getting to know your colleagues better, connecting

Recognize and acknowledge people.

Be conscientious with your feedback.

Next time you’re asked for your opinion on someone’s work, be

Kindness, although an intangible asset and challenging to

Andrew Swinand is the CEO of Publicis

Recommended For You

Don't Underestimate the Power of Kindness at Work

Making Continuous Learning a Habit: Our Favorite Reads

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