Why kindness is the key to high performance at work

Graham Allcott, author of the global bestseller How to Be a Productivity Ninja, has written a new book called KIND: The Quiet Power of Kindness at Work. In it, he argues that kindness, empathy, and psychological safety at work are key drivers of outstanding performance. Kindness is not just a moral nicety, but a strategic advantage for building a culture of psychological safety where the work matters because the people doing it matter. High-performing teams are built on trust and psychological safety, and kindness is one of the fastest ways to build this high-performing environment. However, kindness is often confused with being nice, which can be weak and focused on keeping the peace rather than telling the truth or calling out bad behavior. Kind cultures, on the other hand, focus on truth and grace, and telling people what they need to hear, not just what they want to hear. The business world often portrays successful leaders as being ruthless and uncaring, but this narrative is not supported by the evidence. In reality, many successful leaders are kind and likable, and their warmth and kindness set the tone for success. Kindness is not just something you are, but something you do, and it requires practice and action. To be kind, we need to slow down and be present, and notice the opportunities to be kind. We also need to start with self-kindness, which can be a radical act of generosity that inspires kindness in others. Kindness doesn't end with us, but can create a ripple effect that inspires others to be kind. By creating vessels for kindness, such as a simple jar for suspended coffee, we can make it easy for others to be kind and create a culture of kindness at work.