When we practice kindness to others we see respect, helpfulness, friendliness, and the protection of dignity. Conversely, when we don’t practice kindness we see thoughtlessness, insensitivity, rudeness, and impatience.
When we practice kindness to ourselves we see self-compassion, learning and growth. Conversely, when we don’t practice kindness to ourselves, we see self-blame, anxiety and inertia.
In organisations, where kindness is a social norm we see trust and teamwork along with increased corporate citizenship behaviours. Conversely when we don’t practice kindness as a social norm we see blame, self-interest, guarded energy along with isolation from peers and turnover.
The value of kindness goes well beyond reciprocity toward creation of value both at the micro and macro level. As leaders, it’s not just a virtue but a creator of individual and organisational value.
Being a kind leader, isn’t always easy. The cost is in being open and resilient. You need stamina and sometimes you will get hurt along the way.
