How to be a kind manager – without being a pushover
Nov 5, 2024
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In this conversation, Graham Allcott, founder of Think Productive and author of "KIND: The quiet power of kindness at work," alongside Bonnie Hayden Cheng, management professor and author of "The Return on Kindness," dive into the transformative power of kindness in leadership. They discuss how kindness boosts employee engagement and productivity, the distinction between kindness and niceness, and strategies for maintaining kindness even in tricky team dynamics. Their insights shed light on how empathy can lead to stronger workplace relationships and better outcomes.
Being a kind manager fosters trust and psychological safety, enhancing team performance and employee engagement in the workplace.
Establishing kindness as a core company value encourages open communication and accountability, transforming dysfunctional teams into supportive and high-performing units.
Deep dives
The Role of Kindness in Leadership
Kindness is emerging as a vital trait in effective leadership, countering the common perception that strong leaders must prioritize toughness over empathy. Leaders who embody kindness can inspire trust and foster a supportive atmosphere, ultimately boosting productivity and innovation within their organizations. As illustrated by Graham Olcott's experience during a keynote speech, discussions around kindness can spark debates among audiences, highlighting the divide in views toward its value in business. The prevailing misconception equates kindness with weakness, yet the conversation emphasizes that kind leadership is essential for driving meaningful results in complex environments.
Psychological Safety and Team Dynamics
Trust and psychological safety are directly linked to kindness in the workplace, leading to enhanced team performance and retention. When employees feel safe to express their ideas and concerns without fear of backlash, they are more likely to contribute effectively and engage in critical thinking. Establishing a kind work culture includes implementing specific practices, such as acknowledging team contributions and fostering open communication during meetings. As Bonnie Hayden-Cheng suggests, it's vital to treat kindness as a core company value, promoting healthy interactions that empower individuals to take ownership of their roles.
Implementing Kindness in Challenging Environments
Creating a framework for kindness can transform even dysfunctional or underperforming teams by fostering a culture of support and respect. Leaders can initiate kindness by setting clear expectations, hiring for empathetic behavior, and rewarding acts of kindness while addressing underperformance with necessary transparency. The discussion points out that kindness does not equate to leniency; instead, it involves tough conversations when needed and maintaining accountability within the team. Cultivating kindness in the workplace not only alleviates stress but also enhances overall team morale and productivity, ultimately leading to a more engaged workforce.
We do not always associate bosses with kindness. But being kind to your team can make workers more engaged, more likely to stick around and more productive. So how can managers weave kindness into their daily work, even if they’re annoyed or dealing with a colleague they are not keen on? Isabel Berwick speaks to Graham Allcott, author of ‘KIND: The quiet power of kindness at work’, and Bonnie Hayden Cheng, a professor at the Hong Kong University Business School and author of ‘The Return on Kindness’.
Presented by Isabel Berwick, produced by Mischa Frankl-Duval, mixed by Simon Panayi. The executive producer is Manuela Saragosa. Cheryl Brumley is the FT’s head of audio.