Why ‘nice’ leaders finish last, but kind leaders triumph!

“My answer is YES OF COURSE! The mentality has evolved, and many more people recognize the importance of care, respect, and kindness in leadership. But being asked this question shows that culturally, there is still some old rooted misconception that kindness in leadership is a weakness because a competent leader has to be strong. It’s probably even more accented in women, with some thinking that being seen as kind means being seen as weak or a pushover. Maybe it comes from my mother tongue, French, where sometimes saying ‘il est gentil’ (he is kind) has a negative connotation and is a polite way to say that someone is a bit boring or dumb.”

“I subscribe to the theory that everyone is good until they prove they aren’t. In the same context, you should always start with being kind. There’s no excuse not to be kind in any human interaction. There are circumstances where you have to be frank, which could be perceived as not being kind, but it needs to be for a good reason. If someone is motivated to do the right thing by you because they respect you as a leader—not because they’re worried about being shouted at—you’re in a good place. Kindness builds respect and loyalty in people over compliance, which is far more powerful. It also helps ensure we provide a psychologically safe workplace for our people, which we know is just as important as physical safety.”

“A great culture can carry people through challenging times. Leaders who continue to listen, regularly show their appreciation and maintain kindness when the going gets tough earn loyalty and discretionary effort from employees. Kindness and respect are fundamental to my leadership style, and I believe leaders have the greatest effectiveness when they have a high level of engagement. People are engaged and perform at their best when they feel understood, supported, and comfortable being themselves. I want employees to be confident, respected, and valued as people, not just for their role in the business.”

“Absolutely, yes. Kindness is the essence of human existence and togetherness. It brings people together, makes us feel welcome, and fosters an environment where we can be our best. Being kind does not mean relinquishing control or not giving constructive feedback when you need to highlight areas that need improvement. But it does mean engaging with team members respectfully and thoughtfully in ways that will motivate them to support each other and the business better.”

“Kindness is critical to effective leadership. Kind leaders are generally better at building strong relationships and teams. Cultures that prioritize kindness typically inspire higher levels of employee engagement and performance. And kind leadership is key to attracting and retaining talent in an increasingly competitive market. My view is to create an environment that people want to be part of and that we can be proud of. We work hard, so let’s enjoy the people we work with, focus on fostering happiness within our teams, and work together to contribute to the organization’s success. High morale, job satisfaction, and positive engagement all drive financial performance. And they start with kind leaders, so the only option is kindness.”

“You know there is a healthy level of kindness in a team or organization when colleagues are constantly looking out for one another and seeing each other as people first. I believe leaders should set the tone by demonstrating kindness in all their actions. Kindness can have different meanings, but in this context, it means being considerate, respectful, and showing empathy. High-performing environments are defined by trust, psychological safety, open communication, and creative collaboration, all of which must be underpinned by kindness to work. While leaders are responsible for setting stretch targets, ensuring accountability, having challenging conversations, and making tough decisions, all of this can and should be done with kindness in mind and heart.”

“Without question, they should! Lead by example. My approach is to always treat those around me (whomever they are) in the same way I would like to be treated. What goes up must come down, so never tempt karma! Displaying natural kindness and empathy is a huge leadership capability, as those around you will always respond better when there’s mutual respect, openness, and collaboration. The human, not transactional, connection is so powerful in leadership.”

“Kindness and great leadership are not mutually exclusive. To me, a kind leader cares, is fair, listens, and shows respect, empathy, and compassion. None of that means weakness. Quite the opposite. I have personally worked with leaders who are strong, direct, and kind at the same time… both women and men, by the way. I think kindness is very powerful in a leader. It is not enough alone, but it elevates a great leader. In my experience, it helps motivate people to feel more connected to the organization and valued, as well as builds trust. It goes a long way, and it doesn’t take much. But to be effective, it has to be genuine, it has to be real, it can’t be faked.”

“People always respond better when they are treated with respect. Having experienced less-than-kind behavior when I started my career, I know I didn’t appreciate being on the receiving end! So it’s disingenuous to think you will get the best out of people if you aren’t treating them kindly. As well as setting the tone with our people, I intentionally embed that approach down the leadership chain to our subcontractors. As a business, we want our subbies to want to work with us and to feel respected on our sites. We know there is a broader cultural issue to be tackled in construction, and we, as Multiplex, and more broadly as an industry through the ACA Culture Pledge, aim to make construction sites a more welcoming environment for everyone.”

“Early in my career, I was lucky to have some kind, strong leaders. They showed me the importance of a positive company culture where employees feel heard. I want leaders in my business to see the way to the top by establishing respect and caring for our people, no matter how tough it gets. When I started as CEO at Pacific National, we built our PNA – the Pacific National Approach. Our PNA sets the framework of a people-first culture, of which kindness and gratitude feature strongly, guiding our people to understand what impact their daily tasks have on our organization’s overall purpose and objectives. As leaders, we are responsible for creating the right environment for our people to prosper. A workplace where we all belong, and a workplace we are all proud of.”

“I choose to lead with kindness. Every employee has the right to exist in a work environment that is dignified and supportive, and I see it as my responsibility to foster a culture where everyone can thrive. That means allowing space for employees at all levels to voice their ideas, opinions, and concerns and engage in seizing opportunities and addressing issues. It also means acting on the feedback as needed, even when it involves difficult conversations. I often remind myself of how I would want to be treated and the environment in which I am at my best. It’s about kindness and creating a place where everyone feels respected and heard.”

“Striving to understand what’s going on in the lives of people I lead, personally and professionally, is one of the most important (and most kind) things I can do as a leader. Putting myself in their shoes informs what I can do to help them be more successful. This requires empathy—really listening to what people are feeling. It’s the only way to make the connections that drive progress. It’s the right thing to do as a person and a leader, and benefits the company. I think kindness is connected to self-awareness, transparency, and respect. When these characteristics show in someone’s leadership, people feel seen and heard and don’t question their value to the team. These are the outcomes we should be working toward.”

“I embed kindness in my life by actively listening, addressing concerns, and providing support as best as possible. I invest in understanding people and tailoring my approach, recognizing that everyone has a unique life story that shapes them. I view mistakes as part of learning and growth while also showing kindness to myself, acknowledging I don’t have all the answers but can rely on my team and their strengths. I stay curious about human psychology and what drives people. I am on a lifelong journey of learning more about myself and others. I’m grateful to work with leaders who value and embed kindness.”

“Good leaders facilitate their people’s success by creating a good culture and the examples they set. I have discovered that being my authentic self (not wasting finite energy on someone I’m not) and being transparent, honest, humble, and considerate appears to get the best outcomes for teamwork, engagement, and morale.”