I read a great post on WONKHE recently, by Helen Rimmer, kindness and wellbeing coach, trainer, and consultant at The Kind Brave Leader. Helen’s post explores the concept of “carewashing.” This is where challenges to funding lead universities to cut corners in the area of staff wellbeing. Providing free yoga or mindfulness classes and appearing to offer flexible working, can mask deeper systemic issues which impact negatively on staff. Virtue signalling fails to address the individual needs of staff. In her post, Helen proposes that in order to match deeds with words, universities must go deeper. Here I list some of the reasons why I think being kind is so important.
1. Blended working
I’ve written about this topic before, but where staff are often not physically together as a team or with colleagues, communication can be a challenge. It’s been especially hard for staff who joined post-pandemic to develop a sense of belonging. Induction programmes and having a buddy provide the scaffolding for staff to feel formally welcomed. However, becoming established and really feeling part of the organisation requires more. Many unspoken team ‘rules’ aren’t written down anywhere. For example, how much support can you expect from colleagues and how much are you expected to give to them? When these rules are inadvertently ‘broken’, this can create friction and a lack of trust. Busy, stressed staff aren’t always kind in these situations. In the past, these informal ‘rules’ will have been learned by observing behaviours in the workplace. The virtual workplace doesn’t allow for this, so it’s important that staff remember to pause before reacting to someone who has stepped out of the team line and to explain, kindly, what the team norms are.
2. Staff are unique individuals with very different needs.
Trying to apply consistent approaches to staff needs doesn’t work. Individual staff have different support needs. Staff may not wish to share details of their individual circumstances with their colleagues. However, managers need to make clear that staff members may require adjustments or accommodations and that these will be based on each individual’s needs. A staff member with care responsibilities for elderly parents who may need to take carer’s leave at short notice will have different needs to a parent who needs the flexibility to collect children from school. Ensuring all staff are aware of the different kinds of support available to them is important. Demonstrating openness, kindness and compassion will ensure staff feel supported. As a result, you’ll cultivate loyalty and appreciation in your team.
3. Practise consistent kindness
There are inconsistencies across different university departments. Each will have its pinch points; times when all staff need to pull together. But you can nonetheless practice consistent kindness by showing your appreciation of the efforts your team are making at these busy times. Make sure staff are taking breaks. Scheduling TOIL after working long hours will help to buffer them from burnout. Recognise and thank your team through institutional/departmental meetings and newsletters. All departments can find ways to appreciate their staff. This will help reduce feelings of resentment and unfairness when colleagues from different departments inevitably compare notes. This can help prevent the feeling that the grass is greener elsewhere.
4. Values and behaviours- walking the talk
Values are currently in vogue, with some institutions investing heavily in consultancies working with staff to design values and accompanying behaviours. However, these invariably lead to staff cynicism as the behaviours (often of serial offenders over many years) are never tackled. Bad behaviour is excused: “don’t take it personally- you know what x can be like.” If an institution is genuinely committed to changing cultures, then there must be consequences of not adhering to institutional values and behaviours. Leaders must clearly set out their expectations and lead by example. Values and behaviours must be practised by all staff. The impact of bad behaviours on staff can seriously impact the mental wellbeing of employees.
5. HR and support
I once heard an HR colleague say “the function of HR is to defend the reputation of the institution.” I expressed my dismay. How depressing. No wonder some HR departments are referred to as Human Remains. What about the people? What about support for managers trying to do a difficult job? Where is the support for both them and for the staff who work for them? And what of the advice to an employee experiencing workplace bullying “well if you’re not happy, it’s probably best to find another job?” Where is the duty of care? Who is dealing with the toxic behaviour that may have led to the situation arising?
6. Restructures
Pain Points. Capabilities Management. Burning platforms. Yes, the Consultants are in. Why not, rather than ask staff how they think your organisation can be improved, money saved and systems streamlined, throw caution to the wind (and a ton of money) and bring in Consultants. Naturally within a few weeks they will be well-placed to know all about the complexities and idiosyncrasies of your institution and make judgements based on small, non-representative feedback samples from your stakeholders.
Restructures are never easy, no matter how well changes are communicated and how supportive your systems are. If your job role is at risk of redundancy or of major change, you will feel this personally.
Why, then are some restructures handled so badly? I asked some hapless colleagues in one department how their restructure was going. One asked: “have you heard of seagull management?” I said no. My colleague replied: “A big bird comes along, flaps a lot, makes a lot of noise, cr*ps everywhere and then leaves. That’s what it’s like.”
You can never have enough kindness when it comes to a restructure. Communicate with staff- clearly and often. Even if there is no news- better to say “there is no news” than have staff put 2 and 2 together and come us with 89. Give staff time and opportunity to be genuinely heard- or be honest and say that the institution is going to do things this way and explain why. Don’t share partial information and then say more information will follow in 3 months time. Uncertainty creates stress and anxiety for staff.
Allow staff to process the news. All staff will respond differently. Some will need longer than others. If you’re not careful, the first out of the door will be your best people. Staff are human beings, with mortgages and bills to pay. Showing kindness and support are essential to their wellbeing. Staff are your most precious resource, so demonstrate that you care about them. You have a duty of care to employees to offer this, even though, if you’re a manager or leader there will already be significant demands on your time.
7. Be kind to yourself
Are you getting sufficient support, rest and time away from the office- virtual or otherwise? The better you feel, the more resilience you’ll have. From that place of inner strength it’s easier to practise kindness. As a result of kindness, your team or colleagues will feel supported. This feeds through into their interactions with all your stakeholders.
This article outlines the benefits of kindness to both practitioner and recipient.
Kindness can become its own motive. We are made kind by being kind. Eric Hoffer.
