The Strategist

Culture Of Kindness Is Beneficial In The Long Run

05/06/2015 - 08:50

Blake Morgan shows three easy steps to establish “a culture of kindness” in a company which will in turn prove beneficial to gather public goodwill along with winning the trust of the employees. – 04 May 2015 – Blake Morgan writes that establishing a “culture of kindness” at the working environment is beneficial in every respect. Moreover, it requires a lot of “energy” to establish any culture for that matter; although the value of compassion and kindness in a place of work, which creates “a much better place to be”, is often belittled.
Furthermore, as per Morgan, “nice guys finish first, not last”, she takes the example of Amazon being the “#6 most trafficked website in the world”, practicing the culture based on the “values of kindness”, has generated profit attributed to “effective cultures”. In fact, in Morgan’s words:
“Kindness can be profitable.”
Morgan also says that “culture of kindness” has led companies to be “overall more successful” yet most ignore its importance; instead general focus goes on creating quality products and rendering customer friendly services. This lack of awareness towards “values of kindness” exists in most companies as “culture is generally seen as an afterthought”. Consequently, the “’vibe’ of the employees” often go unnoticed.
Nevertheless, Morgan urges, more and more companies to adapt the said culture by repressing the competitive urge of a ‘young boy’ as “it’s harder to be kind than clever”. Moreover, kindness doesn’t deprive any work atmosphere from its intensity, for the latter is an attribute of the enthusiasm and willingness on the part of the employees wherein lies the true key to success without “trampling your colleagues”. In fact, Morgan enlists three methods whereby a company can cultivate a “culture of kindness”.
Firstly, keeping the saying, “as you sow, so you reap”, in mind, if employees are allowed “to give back to the community” then it is to the said company’s benefit that will gather public goodwill in turn. In fact the practice of “the 1 for 1 model” by “a growing number of companies”, including “TOMS and Warby Parker”, is very common wherein for the sale of each product the same number will go “to a person in need”.
Consequently, the C.E.O.s of these companies can wield an influence towards an impactful positive change even regarding “world issues”. Likewise, the Salesforce Company’s C.E.O. Marc Benioff stood his ground “against a law he felt was unjust” and affected “major change(s)” in it. Therefore, Morgan says:
“Internal and external corporate acts of kindness–that embody company values–travel fast on social media... What goes around comes around.”
Subsequently, the culture of kindness needs to begin with the employees “who are feeling kind”. The most important thing to keep in mind is that people with “healthy working conditions” are to feel “kind at work”, whereby a certain amount of freedom should be given to the employees by practicing ‘employee autonomy’.
In an autonomous “work environment” employees have the option of scheduling their own timetable along with choosing their place of work. Likewise, they can create “environments that work uniquely for them and generate better results”, whereby establishing a bond of trust “between employer and employee” in turn.
Lastly, employees should reflect the values embodied by their leaders. As a result, the selection of the leaders needs to be carefully done, as they “need to ooze wisdom, not just charisma” so that they can develop the culture which they embody themselves. The leaders who are grounded on strong ideal values will be able to influence the team members who in turn will continue the “cycle of kindness”. 


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