Introducing the Economics of Kindness

^{This article is part of our series on the Economics of Kindness. Find out how we're changing the way that business sees kindness in the workplace.}

Most of us would agree that the world could do with a little more kindness right now. Environmental disasters are ravaging all corners of the globe, inflation is emptying pockets, and more people than ever before are relying on food banks. But, especially in times of such uncertainty, what place does kindness have in business? Can we afford to be kind and invest in our people, or should we be focused on ensuring survival at any cost? We have a clear view: kindness should be the foundation of good business, regardless of anything else the world throws at you.

But we’re biased; kindness is a core tenet of how we conduct ourselves. We’re not talking about being soft or fluffy, and we don’t just mean being ‘nice’. We mean giving everyone a voice, being honest, saying the hard truths and tackling tough challenges head-on. We mean thinking ‘big picture’, balancing the needs of all stakeholders and doing the right thing, even when it’s not necessarily the easy thing. Kindness builds trust and creates a lasting, positive impact.

Kindness. How good businesses behave.

Kindness has been part of our DNA since Baringa’s inception, and still runs through everything we do. It’s a cornerstone of how we treat our people and how we support them at every stage of their career – we’re honest and transparent with everyone, which helps them trust us, do their best work, and want to stay and develop here. That togetherness has helped us through the good times and the tough.

We marry that with how we work with clients. We care deeply about their businesses and the individuals within, and we want to help them improve. That builds trust and means we can have honest conversations about what’s working and what isn’t.

Those two sides – our internal and external approaches – overlap, and we believe this is distinctive.

Our approach means our people tend to stick around for the long haul and bring their knowledge and experience to our clients. And our clients want to work with us because that experience and kindness shines through – we’re not just great at the consulting bit, we’re also role models for how they should treat their own people and customers.

Kindness also helps us decide who we work with, and the kind of work we do. We’re helping companies pivot to sustainable energy sources and to focus on decarbonisation, so they can make a difference to society and the planet. And, while we’ve had some fascinating discussions about interesting work we’d love to take on, we’ll always say ‘no’ if our ethical compasses don’t line up.

When you treat your people well, there’s an emotional ‘contract’ that grows between employer and employee in those moments. It’s not a true contract you can hold someone to – more of an unspoken, intangible agreement – but it’ll pay you back in spades.

And, when you’re not in a position to do as much as you’d like for your people – as so many of us have experienced over the past few years – you’re transparent with them, and you hope you can call on the goodwill you stored up when times were better.

It’s inevitable that you’ll have to make tough decisions at some point, and they won’t feel too kind. But kindness can still influence how you do what you need to do. If the worst happens and you face the excruciating last resort of letting people go, how do you let people know their job is at risk? How do you support them in finding their next role, or relocating? Can you team up with other organisations to make things easier for everyone?

When it comes down to it, the equation is simple: Kindness equals happy people, which equals better performance, which equals profitability. The key is how you make that money, and what you do with it.

The antithesis of all this, of course, is the stereotypical, ruthless tycoon – the exploitative ‘baddies’ of business who put cold hard cash before everything and everyone. They tend to get plenty of attention, but these are usually stories of one person finding success and happiness (or money, at least) while leaving a trail of damage and devastation in their wake.

We don’t often hear as much about the ‘goodies’, perhaps because they’re less divisive or exciting, but we think they’re far more interesting. We hope to uncover a few more of them throughout this series.

Join the #EconomicsOfKindness discussion on LinkedIn here.

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