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KIND: The quiet power of kindness at work
Recognizing and understanding the importance of kindness at work, written by the author of How to be a Productivity Ninja.
In the range of leadership skills, kindness is inherently quieter, more personal, harder to see - and yes, less interesting or cinematic than controversial tweets and 'bullying boss' behaviour. But the most successful leaders and organizations recognise that kindness builds empathy, trust and psychological safety, the cornerstones of so many desirable traits and outcomes in many more creativity; a better quality of decision-making; safer critical thinking; higher levels of staff loyalty, flexibility and retention; a heightened sense of engagement; and higher productivity and profitability.
The central premise of KIND is that if you want to create psychological safety in your organization, then there are no better approaches than to create a culture that encourages mindful kindness - or, as the author calls it, 'kindfulness'. Kindness and empathy act in a sort of acts of kindness inspire more empathy; empathy inspires acts of kindness. This in turn creates more trust between individuals, which ultimately leads to a collective sense of feeling safe to take interpersonal risks. Through this psychological safety, people communicate their riskier and more creative ideas, own their mistakes instead of trying to cover them up, give the feedback that helps people to grow (even when it risks upsetting them), and support each other with a sense of loyalty and reciprocity. By using the language of competency and performance, the author aims to convince the cynics, as well as helping already 'kindful' workers, to articulate the power of kindness and make a strong case for its greater profile in their organizations. The author argues that, far from being a 'fluffy' or nebulous idea, kindness and empathy should be seen - and used - as 21st century superpowers.
Part One of the book makes the case for how kindness can support productive and positive work cultures, and draws upon research and data from psychology, neuroscience, management theory, sociology and business research. It also busts three important myths that need to be addressed to engage the more cynical reader (or the reader's cynical colleagues).
Part Two is centred around the Eight Principles of Kindfulness. Each chapter covers one of the eight principles. These offer practical advice for how to make kindness part of the fabric of your team and organization, and are structured to take the reader on a journey from thinking about themselves and their mindset (“kindness starts with you”), through to thinking about the people around them and then finally organizational culture (“it doesn't end with you”).
Each chapter an opening quote, original graphics, a 'kindful' hero story, and a range of exercises to ensure practical action is taken by the reader. The end of each chapter includes questions for reflection and a kindness challenge.
In the range of leadership skills, kindness is inherently quieter, more personal, harder to see - and yes, less interesting or cinematic than controversial tweets and 'bullying boss' behaviour. But the most successful leaders and organizations recognise that kindness builds empathy, trust and psychological safety, the cornerstones of so many desirable traits and outcomes in many more creativity; a better quality of decision-making; safer critical thinking; higher levels of staff loyalty, flexibility and retention; a heightened sense of engagement; and higher productivity and profitability.
The central premise of KIND is that if you want to create psychological safety in your organization, then there are no better approaches than to create a culture that encourages mindful kindness - or, as the author calls it, 'kindfulness'. Kindness and empathy act in a sort of acts of kindness inspire more empathy; empathy inspires acts of kindness. This in turn creates more trust between individuals, which ultimately leads to a collective sense of feeling safe to take interpersonal risks. Through this psychological safety, people communicate their riskier and more creative ideas, own their mistakes instead of trying to cover them up, give the feedback that helps people to grow (even when it risks upsetting them), and support each other with a sense of loyalty and reciprocity. By using the language of competency and performance, the author aims to convince the cynics, as well as helping already 'kindful' workers, to articulate the power of kindness and make a strong case for its greater profile in their organizations. The author argues that, far from being a 'fluffy' or nebulous idea, kindness and empathy should be seen - and used - as 21st century superpowers.
Part One of the book makes the case for how kindness can support productive and positive work cultures, and draws upon research and data from psychology, neuroscience, management theory, sociology and business research. It also busts three important myths that need to be addressed to engage the more cynical reader (or the reader's cynical colleagues).
Part Two is centred around the Eight Principles of Kindfulness. Each chapter covers one of the eight principles. These offer practical advice for how to make kindness part of the fabric of your team and organization, and are structured to take the reader on a journey from thinking about themselves and their mindset (“kindness starts with you”), through to thinking about the people around them and then finally organizational culture (“it doesn't end with you”).
Each chapter an opening quote, original graphics, a 'kindful' hero story, and a range of exercises to ensure practical action is taken by the reader. The end of each chapter includes questions for reflection and a kindness challenge.
- GenresNonfictionBusiness
240 pages, Hardcover
Published January 21, 2025
28 people are currently reading
199 people want to read
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Displaying 1 - 8 of 8 reviews
March 21, 2025
Kindness is often underestimated in the workplace, dismissed as a soft skill rather than a powerful leadership tool. Yet, it has the potential to shape cultures, foster collaboration, and enhance both individual and organizational success. While many associate leadership with decisiveness, strength, and at times, ruthless efficiency, true leadership requires something deeper—an ability to build trust, uplift others, and create a psychologically safe environment where people feel valued. This is the premise of "KIND: The Quiet Power of Kindness at Work" by Graham Allcott, which argues that kindness is not just a moral virtue but a strategic advantage. Through research, real-world examples, and practical strategies, the book makes the case that kindness is essential for leadership, productivity, and long-term success.
Kindness has profound effects on human behavior, extending far beyond making people feel good. Studies show that witnessing an act of kindness—even as a passive observer—triggers a physiological response known as the 'Mother Teresa Effect.' When people see someone helping another person, their bodies release chemicals that boost the immune system and reduce stress. This response is even more pronounced for those directly involved in the exchange. When companies introduce small acts of kindness—such as handwritten notes, unexpected compliments, or small gestures of generosity—employees experience an increase in motivation, engagement, and productivity. Coca-Cola Madrid conducted an experiment where employees received small, unexpected gifts. The results showed that these seemingly minor actions had a ripple effect, improving overall workplace morale.
Kindness also creates a culture of trust, which is crucial in any professional setting. When people feel safe, they are more willing to take risks, share ideas, and collaborate effectively. Psychological safety—an environment where individuals feel comfortable expressing themselves without fear of humiliation or punishment—leads to innovation and problem-solving. In workplaces where kindness is ingrained, employees report being 12 percent more productive and more satisfied with their jobs. Leaders who model kindness set the tone for an organization, encouraging a culture where people look out for one another rather than competing aggressively. This shift leads to better teamwork, higher job satisfaction, and ultimately, stronger business performance.
Despite the clear benefits of kindness, society continues to glorify aggressive leadership styles. The idea of the 'ruthless genius' is deeply embedded in business culture, perpetuated by media and popular success stories. The case of Elizabeth Holmes and Theranos illustrates the dangers of this mindset. Holmes was initially celebrated as a visionary entrepreneur, but her leadership style—marked by secrecy, intimidation, and deception—ultimately led to the company's downfall. This example challenges the belief that tough, emotionless leadership leads to success. In reality, the most effective leaders are those who earn trust through transparency, empathy, and ethical decision-making.
Three persistent myths fuel the misconception that kindness is a weakness. The first is the 'Evil Genius Myth,' which suggests that leaders must be ruthless to achieve greatness. While stories of figures like Steve Jobs reinforce this idea, research shows that kindness and success are not mutually exclusive. Warren Buffett, for instance, built his empire on long-term relationships and trust rather than aggression. Meanwhile, leaders like Jordan Belfort, who thrived on manipulation, eventually faced downfall. The second myth, the 'Pushover Myth,' equates kindness with weakness. Many assume that being kind means avoiding difficult conversations or allowing others to take advantage. However, genuine kindness requires setting boundaries and making tough decisions without cruelty. Leaders like Jacinda Ardern demonstrated that strong leadership can coexist with empathy, particularly during the COVID-19 crisis. The third myth, the 'Do-Gooder Myth,' assumes that kindness is an innate trait rather than a skill that can be developed. In reality, acts of kindness require intentionality and practice. The best leaders recognize when kindness is needed and act on it, even when it feels inconvenient.
To foster a culture of kindness in leadership, Allcott presents eight key principles. The first is that kindness starts with self-kindness. Many professionals push themselves to exhaustion, believing that hard work must come at the cost of well-being. However, when leaders model self-care and balance, they create a culture where employees feel empowered to do the same. This shift requires challenging internal narratives around productivity and redefining success. By prioritizing self-kindness, leaders make better decisions and sustain their effectiveness over time.
The second principle is setting clear expectations. Lack of clarity in the workplace leads to confusion, stress, and disengagement. Employees need a clear understanding of their roles, the organization’s vision, and what success looks like. Leaders who communicate expectations effectively reduce frustration and build alignment within teams. This involves not only defining goals but reinforcing them consistently through actions and discussions.
The third principle is deep listening. Many people listen to respond rather than to understand. Effective leadership requires full presence, focusing not only on words but also on tone, body language, and emotions. Creating space for meaningful conversations means eliminating distractions, resisting the urge to interrupt, and allowing people to express themselves freely. Leaders who listen deeply foster trust, encourage open communication, and create stronger relationships with their teams.
The fourth principle emphasizes that people come first, work second. Leaders must recognize that employees are human beings with personal lives, emotions, and challenges. Organizations that prioritize employee well-being over rigid policies create environments where people feel valued and supported. This means showing compassion in times of crisis, offering flexibility when needed, and demonstrating that leadership extends beyond managing tasks.
The fifth principle is humility. The best leaders do not seek the spotlight but rather elevate those around them. Celebrating colleagues' successes, acknowledging mistakes, and being open to feedback build a culture of trust and collaboration. Humility also means admitting when one is wrong and learning from others, regardless of rank or experience.
The sixth principle is treating people the way 'they' want to be treated. While the golden rule suggests treating others how 'you' would like to be treated, effective leadership requires understanding what makes each individual feel valued. Some employees appreciate public recognition, while others prefer private acknowledgment. Thoughtful gestures, tailored to individual preferences, strengthen workplace relationships and morale.
The seventh principle is slowing down. In a fast-paced work environment, kindness often gets overlooked in the rush to meet deadlines and achieve results. Research shows that many people avoid acts of kindness simply because they feel they don’t have time. However, slowing down allows for greater awareness and intentionality. Small changes—such as reducing phone distractions, allowing time for reflection, or taking breaks—help create space for meaningful interactions.
The eighth and final principle is recognizing that kindness doesn’t end with the leader. Cultures of kindness thrive when they become embedded in the workplace, influencing behavior at every level. Just as negativity can spread, kindness is contagious. When employees see kindness modeled by leadership, they are more likely to adopt it themselves. The Italian tradition of 'Caffè Sospeso', where customers pay for a stranger’s coffee in advance, exemplifies how small, habitual acts of generosity can transform a culture.
Ultimately, "KIND" argues that kindness is not just a personal virtue but a fundamental leadership strategy. When integrated into workplace culture, it leads to stronger relationships, increased trust, and higher performance. Leaders who embrace kindness are not only more effective but also contribute to creating environments where people thrive. By making kindness an intentional, daily practice, individuals and organizations can foster long-lasting positive change.
Kindness has profound effects on human behavior, extending far beyond making people feel good. Studies show that witnessing an act of kindness—even as a passive observer—triggers a physiological response known as the 'Mother Teresa Effect.' When people see someone helping another person, their bodies release chemicals that boost the immune system and reduce stress. This response is even more pronounced for those directly involved in the exchange. When companies introduce small acts of kindness—such as handwritten notes, unexpected compliments, or small gestures of generosity—employees experience an increase in motivation, engagement, and productivity. Coca-Cola Madrid conducted an experiment where employees received small, unexpected gifts. The results showed that these seemingly minor actions had a ripple effect, improving overall workplace morale.
Kindness also creates a culture of trust, which is crucial in any professional setting. When people feel safe, they are more willing to take risks, share ideas, and collaborate effectively. Psychological safety—an environment where individuals feel comfortable expressing themselves without fear of humiliation or punishment—leads to innovation and problem-solving. In workplaces where kindness is ingrained, employees report being 12 percent more productive and more satisfied with their jobs. Leaders who model kindness set the tone for an organization, encouraging a culture where people look out for one another rather than competing aggressively. This shift leads to better teamwork, higher job satisfaction, and ultimately, stronger business performance.
Despite the clear benefits of kindness, society continues to glorify aggressive leadership styles. The idea of the 'ruthless genius' is deeply embedded in business culture, perpetuated by media and popular success stories. The case of Elizabeth Holmes and Theranos illustrates the dangers of this mindset. Holmes was initially celebrated as a visionary entrepreneur, but her leadership style—marked by secrecy, intimidation, and deception—ultimately led to the company's downfall. This example challenges the belief that tough, emotionless leadership leads to success. In reality, the most effective leaders are those who earn trust through transparency, empathy, and ethical decision-making.
Three persistent myths fuel the misconception that kindness is a weakness. The first is the 'Evil Genius Myth,' which suggests that leaders must be ruthless to achieve greatness. While stories of figures like Steve Jobs reinforce this idea, research shows that kindness and success are not mutually exclusive. Warren Buffett, for instance, built his empire on long-term relationships and trust rather than aggression. Meanwhile, leaders like Jordan Belfort, who thrived on manipulation, eventually faced downfall. The second myth, the 'Pushover Myth,' equates kindness with weakness. Many assume that being kind means avoiding difficult conversations or allowing others to take advantage. However, genuine kindness requires setting boundaries and making tough decisions without cruelty. Leaders like Jacinda Ardern demonstrated that strong leadership can coexist with empathy, particularly during the COVID-19 crisis. The third myth, the 'Do-Gooder Myth,' assumes that kindness is an innate trait rather than a skill that can be developed. In reality, acts of kindness require intentionality and practice. The best leaders recognize when kindness is needed and act on it, even when it feels inconvenient.
To foster a culture of kindness in leadership, Allcott presents eight key principles. The first is that kindness starts with self-kindness. Many professionals push themselves to exhaustion, believing that hard work must come at the cost of well-being. However, when leaders model self-care and balance, they create a culture where employees feel empowered to do the same. This shift requires challenging internal narratives around productivity and redefining success. By prioritizing self-kindness, leaders make better decisions and sustain their effectiveness over time.
The second principle is setting clear expectations. Lack of clarity in the workplace leads to confusion, stress, and disengagement. Employees need a clear understanding of their roles, the organization’s vision, and what success looks like. Leaders who communicate expectations effectively reduce frustration and build alignment within teams. This involves not only defining goals but reinforcing them consistently through actions and discussions.
The third principle is deep listening. Many people listen to respond rather than to understand. Effective leadership requires full presence, focusing not only on words but also on tone, body language, and emotions. Creating space for meaningful conversations means eliminating distractions, resisting the urge to interrupt, and allowing people to express themselves freely. Leaders who listen deeply foster trust, encourage open communication, and create stronger relationships with their teams.
The fourth principle emphasizes that people come first, work second. Leaders must recognize that employees are human beings with personal lives, emotions, and challenges. Organizations that prioritize employee well-being over rigid policies create environments where people feel valued and supported. This means showing compassion in times of crisis, offering flexibility when needed, and demonstrating that leadership extends beyond managing tasks.
The fifth principle is humility. The best leaders do not seek the spotlight but rather elevate those around them. Celebrating colleagues' successes, acknowledging mistakes, and being open to feedback build a culture of trust and collaboration. Humility also means admitting when one is wrong and learning from others, regardless of rank or experience.
The sixth principle is treating people the way 'they' want to be treated. While the golden rule suggests treating others how 'you' would like to be treated, effective leadership requires understanding what makes each individual feel valued. Some employees appreciate public recognition, while others prefer private acknowledgment. Thoughtful gestures, tailored to individual preferences, strengthen workplace relationships and morale.
The seventh principle is slowing down. In a fast-paced work environment, kindness often gets overlooked in the rush to meet deadlines and achieve results. Research shows that many people avoid acts of kindness simply because they feel they don’t have time. However, slowing down allows for greater awareness and intentionality. Small changes—such as reducing phone distractions, allowing time for reflection, or taking breaks—help create space for meaningful interactions.
The eighth and final principle is recognizing that kindness doesn’t end with the leader. Cultures of kindness thrive when they become embedded in the workplace, influencing behavior at every level. Just as negativity can spread, kindness is contagious. When employees see kindness modeled by leadership, they are more likely to adopt it themselves. The Italian tradition of 'Caffè Sospeso', where customers pay for a stranger’s coffee in advance, exemplifies how small, habitual acts of generosity can transform a culture.
Ultimately, "KIND" argues that kindness is not just a personal virtue but a fundamental leadership strategy. When integrated into workplace culture, it leads to stronger relationships, increased trust, and higher performance. Leaders who embrace kindness are not only more effective but also contribute to creating environments where people thrive. By making kindness an intentional, daily practice, individuals and organizations can foster long-lasting positive change.
December 24, 2024
KIND: The quiet power of kindness at work by Graham Allcott is a highly recommended self-help/leadership training book that focuses on creating a kind work culture. He turns to psychology and neuroscience along with management theory and business research to show how kindness helps encourage productive and positive work cultures.
The narrative is based on and written like a presentation or training seminar to help teach the information and principles shared. Graham Allcott offers practical advice on how leaders can make kindfulness part of the work environment. In the opening he shares the touching personal story of how his son Roscoe, who has autism, is developmentally delayed, and has some physical challenges, has taught him about kindness.
The information is presented in three parts.
Part One: The Case For Kindness takes a look at the science of kindness.
Part Two: The Three Myths of Kindness: The Evil Genius Myth, The Pushover Myth, and The Do-Gooder Myth
Part Three: The Eight Principles of Kindness at Work. These are: 1. Kindness starts with you; 2. Set clear expectations; 3. Listen deeply; 4. People first, work second. Always.; 5. Be humble; 6. Treat people the way THEY want to be treated; 7.Slow down; 8. It doesn't end with you.
Followed by Notes and an Index
Within the chapters, which are open with a pertinent quote, are stories of a kindful hero. At the end of each chapter there are reflection questions for you to work through. These are followed by a Kindness challenge, taken from his courses.
After encountering many people over the years who could benefit from this training, I'm doubtful it will ever reach the ears and be put into practice by many of those who need it. I realized inadvertently that I used some of the principles when I was in management, but I also observed more people around me who would never consider even thinking about the idea. There is also something to be said about everyone throughout any workplace and in all positions keeping these principles in mind. Graham Allcott has other resources you can find online.
Thanks to Bloomsbury Publishing for providing me with an advance reader's copy via NetGalley. My review is voluntary and expresses my honest opinion.
http://www.shetreadssoftly.com/2024/1...
The narrative is based on and written like a presentation or training seminar to help teach the information and principles shared. Graham Allcott offers practical advice on how leaders can make kindfulness part of the work environment. In the opening he shares the touching personal story of how his son Roscoe, who has autism, is developmentally delayed, and has some physical challenges, has taught him about kindness.
The information is presented in three parts.
Part One: The Case For Kindness takes a look at the science of kindness.
Part Two: The Three Myths of Kindness: The Evil Genius Myth, The Pushover Myth, and The Do-Gooder Myth
Part Three: The Eight Principles of Kindness at Work. These are: 1. Kindness starts with you; 2. Set clear expectations; 3. Listen deeply; 4. People first, work second. Always.; 5. Be humble; 6. Treat people the way THEY want to be treated; 7.Slow down; 8. It doesn't end with you.
Followed by Notes and an Index
Within the chapters, which are open with a pertinent quote, are stories of a kindful hero. At the end of each chapter there are reflection questions for you to work through. These are followed by a Kindness challenge, taken from his courses.
After encountering many people over the years who could benefit from this training, I'm doubtful it will ever reach the ears and be put into practice by many of those who need it. I realized inadvertently that I used some of the principles when I was in management, but I also observed more people around me who would never consider even thinking about the idea. There is also something to be said about everyone throughout any workplace and in all positions keeping these principles in mind. Graham Allcott has other resources you can find online.
Thanks to Bloomsbury Publishing for providing me with an advance reader's copy via NetGalley. My review is voluntary and expresses my honest opinion.
http://www.shetreadssoftly.com/2024/1...
October 28, 2024
This is an important topic because more and more workers express that they find themselves in toxic work environments. I love the eight-principle approach, although I am skeptical that unkind leaders and managers people will adopt it. But even if two principles are adopted, the workplace becomes a better place. I think more books on this topic are warranted.
December 10, 2025
This book has totally described my leadership approach and why I’ve led high performing teams. Kindness is deemed as being weak according to some business gurus, but this book debunks this myth and puts the scientific case as to why kindness impacts the bottom line. Graham then describes his eight principles of kindness using actual case studies. A must read for any leader.
December 28, 2025
I thoroughly enjoyed this easy to read and informative book. My favourite aspect when reading Graham Alcott’s work, is that he uses a combination of story telling, research, and fantastic suggestions on things I can implement immediately to start making a difference. People First, Work Second. Always.
December 30, 2025
Kind - The quiet power of kindness at work is an excellent read. I really enjoyed reading about business leaders who do things differently to ensure their teams feel appreciated. I also appreciated all of the tips for slowing down and taking things at your own pace and modelling kindness at work and home.
June 1, 2025
It's a brisk read. I found myself at agreeing and disagreeing with the points mentioned in the book. Some points borderline being untruthfully nice to people, which is contrary to kind. Has some useful applications, but yeah.. didn't hit the mark for me.
October 15, 2022
I read an early copy of Kind, and absolutely loved it. I've had several experiences of companies that aren't Kind, I think every employer would benefit from reading this. I love how Graham writes with a great balance of personal experience and crowd sourced anecdotes.
Displaying 1 - 8 of 8 reviews