Kindness Is a Force Multiplier

For over 20 years, November 13th has marked World Kindness Day. The annual event encourages individuals to practise kindness, empathy, and understanding in their daily lives. Around the world today, we’re seeing plagues of indifference, inhumanity, cruelty, and coldness. But if those are the disease, kindness is the tonic. 

Over their lifetime, the average person will spend a third of their life at work – that’s a whopping 90,000 hours. The point we’re making is that this is a long time to be miserable. 

“It’s all about who fills your cup, versus who drains it,” says Andrew. “I wrote a personal mission statement about 20 years ago that was to live in a circle of inspiration…Where I find joy is being surrounded by people with positive energy and ideas who are building and lifting each other up.” That’s when Andrew began making a commitment to foster an environment of kindness wherever he goes.  

The great thing about kindness is its boomerang nature – flying back into the hands of those who produce it, paying compound interest. Studies have shown that happy employees work harder, and they also grow the company value. One clear avenue to happiness is through the vehicle of kindness. And, as we know, it costs nothing. 

Lessons for Leadership

Oftentimes throughout his life, Andrew has had a front row seat to the repercussions of unkindness. “When I was in high school, we had a basketball coach who literally broke his foot kicking the bleachers while yelling at a kid, and we lost every game. When I was in college, I was on the rowing team, and we had a coach who nurtured the kids and made them believe in themselves, and we won the national championship,” he tells me. “It’s all about energy. So ask yourself what energy you bring as a leader.” 

Andrew has advice for companies that may still view a strict, authoritarian approach as a means to success: “If a leader thinks they're above listening, then they're missing the mark.” He points out that even historically, the most efficient but short-lived governments have been dictatorships. This approach may get fast results, but it fails to build a sustainable legacy. A company culture rooted in kindness, on the other hand, encourages longevity, resilience, and a spirit of collaboration.

“Kindness can be a force multiplier,” says Andrew. He recalls that during his time in the army, there were great incentives for performing well during grading – but when the leader of the platoon changed, they would become the slowest in the platoon. “It’s all about the power of belief. When you have a leader that believes in you, everything seems to go better.” 

Andrew reckons the same applies to organisations. “When people feel comfortable and confident, they bring their full selves with them. They’ll also feel comfortable sharing their ideas. Imagine how much more powerful an organisation can be by tapping into the potential of all its people as opposed to one directive leader who thinks they know everything.” 

From a leadership position, Andrew thinks embedding kindness into the culture of a company begins with stating the intention. Often, people presume kindness as an obvious ingredient in a workplace, but it’s important to set the standard. Andrew tells me there’s a statement in the army, “What gets inspected, gets respected.” He explains that if leaders don’t openly state that a thing is important and to be valued, it can quickly fall from the forefront.

Niceness Versus Kindness

It’s also about understanding that you can still make hard decisions from a lens of kindness. Often, kindness and niceness are used interchangeably. But sometimes niceness can bring about an unkindness. Andrew gives the example of keeping someone in a job you know they are failing at, rather than letting them go, and giving them the chance to actively thrive in something better suited to them - their “zone of genius” as Andrew calls it. “Niceness tends to border on people-pleasing and can be disingenuous, while kindness is honest yet sensitive to other people’s experiences.”

Building a Culture of Kindness

When it comes to individuals, Andrew believes practising gratitude is a great way to ensure kindness of output. “When you think about the hundreds of little things that people do for and with you every day, you will take the time to acknowledge them. The smallest favours can foster a sense of team camaraderie and support, helping build that culture of kindness.” He also tells me he believes in the transformational power of ownership and personal responsibility. Finally, he recommends approaching the world from a place of curiosity. “Think about what you can learn from listening and from others, rather than thinking you are always right or need to assert your domain. Those are the free foundational elements for individuals.” 

A critical measure Andrew recommends is actively evaluating workplace diversity and inclusion. “Retention, diversity metrics, and engagement surveys are all key indicators,” he says. “You want to know if people with varied backgrounds feel comfortable and if they feel they can bring their full selves to work.” Anonymously surveying employees, he emphasises, allows a candid view into whether the company's values and actions align. This approach hearkens back to principles practised by leaders like A.G. Lafley, who emphasised the importance of listening and ensuring that practices genuinely serve the company's intended mission.

According to Andrew, kindness should start with recruitment: "It’s critical to find people who align with the organisation’s values from the very beginning." He suggests a unique interview question to get to the heart of a candidate's approach to leadership: "I ask senior candidates to name three people whose careers they’ve helped launch.” If they can’t name any, it’s a red flag. Leaders should be proud to have nurtured others’ growth.

A focus on employee well-being has led to initiatives like specialised support groups, such as ITG’s menopause support group, demonstrating ITG’s commitment to holistic support and a respectful environment. “When people feel seen and valued, they bring out the best in themselves and each other,” Andrew adds. 

For Andrew and ITG, kindness is both a moral compass and a strategic advantage — proving that kindness, when genuinely prioritised, cultivates a thriving, adaptable, and ultimately more successful organisation.


Photo by Dayne Topkin on Unsplash.