Today, it is good to be kind in the corporate world. CEOs are expected to promote work-life balance. CHROs now organize resettlement activities such as group meditation sessions and walking meetings. And CFOs today realize that happy employees lead to a better bottom line.
All these programs have one thing in common: simple, human kindness. Today, the best have an innate and natural ability to be kind to others.
We can all imagine that kind leader who had a direct impact on how we choose to act every day—those who embrace kindness as a powerful force to show a deep level of humanity, build trust within and across groups, and establish strong, lifelong connections.
For me, the biggest influence came from John Sheehy, my mentor when I worked at the Chicago-based advertising agency Leo Burnett. John was famous for giving people handwritten notes of everything from big tent accomplishments, like a promotion, to everyday successes, like a good presentation to a client. He exemplified the concept of benevolent leadership. When he retired, many people in the industry attended his going away ceremony. And when they left, each guest received their own handwritten letter from John. Talk about leaving a legacy.
John has inspired me to keep authenticity and humanity at the center of everything I do as a leader. As you practice your kind of compassionate leadership, here are some pillars that will help you strengthen your compassion for others.
Don’t seek personal gain in kindness
When we give freely, without ulterior motives, we live with empathy and compassion for others. When we give expecting a return, the act of giving is greatly diminished if it is not completely corrupted.
Organizational psychologist Adam Grant is known for his research on workplace dynamics and organizational behavior. In his book Give and Take: The Transformational Path to Success Grant explores giving back in professional life, diving deeply into the benefits of giving back and helping others achieve professional success and career fulfillment.
Grant presents three styles of interaction: givers, takers, and matchers. Givers are people who want to help others without expecting anything in return; takers put their own interests before others; and partners strive for a balance between giving and receiving.
In the book, Grant suggests that donors often find success and satisfaction in their careers by building strong networks, fostering trust and creating opportunities for collaboration. Communication and collaboration coupled with a giving style with no expectation of return is a recipe for success.
Always prioritize transparency and direct feedback
When employees feel out of information, at a personal, group, or organizational level, they will fill the gaps in any way they choose. A lack of transparency can leave a yawning gap in the organization and room for overthinking.
Projections are often filled with absences that can reduce productivity and efficiency—not to mention team power. As a leader, I aim to share updates early and as often as possible, and put the “why” behind business decisions that directly affect my team. If you can’t explain why you made the decision, you may need to reevaluate the validity of the decision.
When I was president of Edelman’s Chicago office, I used to hold Q&A-style town hall sessions expecting to answer any question unless I was legally prohibited from doing so. It wasn’t always easy, and I was thrown curveballs. I answered employee questions about everything from finances and client expectations to major office moves. But mentoring in those moments cut through the conversation and built real trust with our team, empowering them and ensuring they felt a real stake in the company.
Don’t let over-analysis stop the action
I have heard leaders share that dependence on genuine grace can be somewhat crippling. If you bring a personal touch to a professional environment, you may experience heightened sensitivity among other team members and more analysis of your actions. Despite occasional moments of discomfort between your colleagues, remember that this is likely to be temporary. There is no need to wait to be kind. We need charismatic leaders at every level—from entry-level contributors to CEOs.
Leaning into reality can feel seamless when you’re well matched with an organization that shares your vision and values. Finding a like-minded organization has had a huge impact on the way I lead, and the types of organizations I want to lead. When you can bring your authentic self to work and know that you will be appreciated and treated with kindness, you are able to unlock your full professional potential.
Practicing empathic leadership has many negative consequences. For example, practicing gratitude has been scientifically proven to motivate you. Also, acts of kindness improve morale in all groups. And finally, I discovered that the good you put into the universe comes back to you in the form of grace.
Kindness in leadership is an active force for good that drives a compassionate business culture and leads to powerful results. Whether you’re starting your legacy in humanity like John Sheehy or simply thinking more deliberately about the type of organization you want to lead, I challenge you to start today.
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