Stop Being Nice. Start Being Kind. Why Leadership Needs to Know the Difference
- Shane Warren
- Dec 12, 2025
- 3 min read
There’s a quiet misunderstanding sitting at the heart of many workplaces.
Leaders say they want to be kind but what they often practice is niceness. And while niceness feels comfortable in the moment, it’s kindness that actually builds trust, performance, and resilient teams.
The two are not the same. In fact, confusing them can quietly undermine leadership effectiveness.
When Leadership Feels Disconnected, Niceness Isn’t Enough
In moments of real disruption - crisis, uncertainty, loss of control - traditional leadership instincts often fail us.
Reflecting back on our biggest challenge to the norms in decades… During the early days of the pandemic, many leaders found themselves suddenly disconnected from their teams. Offices closed overnight. Routines vanished. People were dealing with uncertainty not just at work, but in their personal lives, their health, and their sense of safety.
What surfaced in many organisations wasn’t a lack of effort, it was a lack of connection. And connection doesn’t come from platitudes or polite reassurance. It comes from something more grounded: kindness with intention.
Nice vs Kind: A Leadership Distinction That Matters
Let’s be clear. Niceness is often about avoiding discomfort.Kindness is about staying present inside it.
Nice leaders smooth over issues.
Kind leaders name them with care.
Nice leaders say, “Everything’s fine.”
Kind leaders say, “I’ve noticed something’s changed, what’s going on?”
Nice leaders want to be liked.
Kind leaders want people to grow and feel safe enough to be honest.
Kindness doesn’t avoid hard conversations. It makes them possible. This is where psychological safety is built, not through cheerfulness, but through reliability, clarity, and human connection.
The Most Underrated Act of Kindness: Follow-Through
Here’s the unglamorous truth about leadership kindness: One of the kindest things you can do is do what you said you’d do.
Miss deadlines, and someone else absorbs the stress. Arrive late, and others wait. Forget commitments, and trust erodes quietly. But trust isn’t built through grand gestures or inspirational speeches. It’s built through consistent, dependable behaviour. Kindness lives in follow-through.
Why Kindness Is Contagious and Commercially Smart
Kindness isn’t just good ethics, it’s good business. Research consistently shows that cultures grounded in genuine care experience:
higher retention
stronger engagement
improved collaboration
greater discretionary effort
lower burnout
Recognition boosts self-esteem and positive affect. Being seen and acknowledged activates motivation and loyalty. One sincere “thank you” can change how someone feels about their work for an entire week. One genuine check-in can prevent a quiet resignation.
This is not sentimentality. It’s behavioural science.
Token Kindness vs Real Kindness: The Difference Is Presence
Most leaders ask, “How’s it going?” Somewhere between emails, notifications, and the next meeting. Kind leaders do something different. They pause. They close the laptop. They ask better questions.
Instead of “How are you?”, they ask: “What’s one thing that’s harder than it should be right now?”
And then, this is the important part, they listen long enough for the real answer to arrive.
We can all agree that teams don’t need more meetings. They need leaders who are fully present, so listen with intent when you ask a question; it can really save time later.
Leading with Kindness Doesn’t Mean Losing Control
One of the most powerful shifts leaders can make is letting go of command-and-control thinking and trusting people to lead in ways that meet their teams’ needs.
At SWAA we say: Clear principles matter. Rigid scripts don’t.
When leaders are given permission to lead with kindness, connection, and gratitude in their own authentic way something interesting happens:
creativity increases
ownership grows
engagement deepens
Kindness doesn’t dilute leadership authority. It humanises it.
Three Practical Ways to Lead with Kindness (Starting Today)
If kindness is a leadership skill, it’s also a practice. Here are three grounded ways to begin:
1. Choose One Thing You Control
Uncertainty strips people of agency. Kindness restores it. Ask yourself each morning: “What’s one small, genuine act of care I can offer today?”
2. Ask Better Questions
Before your next one-on-one: Close the laptop. Slow down. Ask one thoughtful question, and wait. Silence often does the heavy lifting.
3. Create Space for Others to Lead
Sometimes the kindest leadership move is stepping back. Enable your people. Trust their judgement. Let them shape solutions. People thrive when they’re trusted, not micromanaged.
Kindness Is Not a Luxury. It’s a Leadership Advantage
In a world marked by economic uncertainty, rapid change, and growing fatigue, kindness is not a “soft” extra. It’s a stabiliser. A performance multiplier. A signal of mature leadership.
Remember: Niceness keeps things comfortable. Kindness builds cultures that last. And the leaders who understand the difference? They don’t just get through hard times, they create workplaces people want to stay in.
