World renowned private-equity investor and consultant James Chee provides a captivating story and strategy for modern organizations to inject kindness into their workplace by making it something tangible, shareable, and accompanied by a story that fosters goodwill. As we move further into 2022, it’s worth exploring Chee’s kind-hearted story of a toy red helicopter and what it means for modern organizations.
Even as children, we understand the value of kindness. It might be something as simple as sharing our lunch with a friend at school, or picking them first in dodgeball so that they won’t get picked last. Regardless of the circumstances, we understand what it means to show goodwill towards others.
Yet, as time goes on, something happens. We become a bit more cautious about who we share our lunch with; maybe even start negotiating for someone else’s. And we stop picking our friends first to keep them from getting picked last. We want to win, right?
Unfortunately, the desire to get ahead regardless of the cost or the strain it might put on our relationships has become normal in the modern business world. Milton Friedman’s concept of “shareholder primacy” has become far too influential. However, companies are in a unique position to begin reversing this trend in 2022. And it won’t require some tremendous investment, grand gesture, or drastic shift in company culture.
Private-equity investor and consultant James Chee tells a interesting story about a toy red helicopter that might provide a roadmap:
One day when he was walking from the cafeteria back to his elementary school classroom, he had an encounter that would change him forever; although he didn’t realize it at the time. When he walked into the classroom, there at his desk stood his teacher, one of his friends, and his friend’s dad. In the dad’s hands was a brand-new toy red helicopter.
He wasn’t quite sure what they were doing there or why they were all standing at his desk. The whole situation just seemed a bit odd. As he sat down, his friend’s dad gave him the helicopter and said, “thank you for being my son’s friend.”
He wasn’t quite sure why he had given him this toy helicopter; much less why he would say something so profound afterwards.
It wasn’t until later that he would find out why he had been given this seemingly random object.
His friend’s mom had recently passed away unexpectedly. The red helicopter was a gift to thank James for being so kind to his friend during such a difficult period in his life. On the days when James’s friend came to school with no lunch (which was nearly everyday), he would share his lunch with him. While he found it strange that his friend never had a lunch of his own, he always shared his without giving it a second-thought. It was in his nature to be kind. He didn’t want his friend to get “picked last.”
Over the years James lost the red helicopter, but he would come to realize there were some valuable lessons about kindness behind it.
His friend’s dad had created value out of thin-air. The toy was just that, a toy. But it meant so much more. In order to return the kindness he had shown his classmate, he didn’t feel the need to go over-the-top or buy him some sort of extravagant gift. He only wanted to show James his appreciation through a simple act of gratitude without cheapening it.
When he was given the helicopter, the exchange was human. There wasn’t anything superficial about when, where, or how he was given this helicopter. There wasn’t any need to plan the exchange or make an announcement about it, it just happened. Through the ebb and flow of daily life, kindness was mutually exchanged.
The helicopter was also more than just a toy, it was a collectively owned symbol of value that accompanied a story. It was something that could be shared, both literally and metaphorically. Whenever James would look at it over the years, he couldn’t help but think of what his friend’s dad said the day he gave it to him. “Thank you for being my son’s friend.” It became representative of kindness and showing goodwill towards others.
So… how does this story relate to modern organizations and prioritizing kindness? Here are some strategies:
DON’T CHEAPEN KINDNESS
Like the dad in James’s story, there isn’t any need for an over-the-top or extravagant approach to practicing kindness in the workplace. It really doesn’t take much to show gratitude. It can be something as simple as making sure that a co-worker doesn’t start their morning without coffee; or something as complex as supporting your colleague at the next meeting while they propose an idea they know is risky. Kindness comes in a variety of forms, but none of them require a tremendous investment. It doesn’t take a 6-week training program to prioritize the interests of others above our own.
MAKE KINDNESS A HUMAN EXCHANGE
It’s important to remember that showing gratitude or practicing kindness isn’t a pre-planned activity. It’s not something that can be prepared for, only improved upon over time. We can have birthday or retirement parties that require a bit of planning, but the art of being kind on a daily basis is something that just happens.
We cannot plan when, where, or why we will have to show compassion or be a bit more empathetic in the workplace. However, we can embrace a mindset that is constantly searching for opportunities to practice kindness. That way, when we do encounter situations where kindness is required or necessary to align our teams or get the job done, we are ready.
MAKE KINDNESS SOMETHING SHAREABLE
James was able to physically look at the red helicopter he had been given and remember what it stood for. And while we can’t have toys sprawled out across our desks or homes that we call symbols of kindness (because that would be kind of ridiculous), we can create a workplace where our strategies and efforts for prioritizing goodwill are contagious. The very methods, attitudes, and culture of our work environment can become something that people want to share and talk about. Leadership teams have it within their power to make this happen.
It can be hard for any company focused on the bottom line to invest time, energy, or effort into something that can’t be measured. You can’t measure kindness, so why bother? While it’s true that you can’t “measure” kindness, there really isn’t any need to. Kindness is something that becomes a part of the fabric of your organization organically. It can’t be purchased or stored away for use at a later date. However, it can be something that is tangible and readily available to use for good throughout your organization. It is also something that is uniquely human. The authentic exchange of gratitude and showing others that you appreciate their efforts isn’t a pre-planned activity. It’s something that arises naturally out of prioritizing the genuinely important parts of life.
If you are interested in learning more about creating a company culture that prioritizes the needs of others above your own, while remaining focused on the bottom-line, visit the following link for more Insights: www.jengaudetcoaching.com.insights
