The Kindness Edge
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Future Directors Founder, Paul Smith
ONE THING is for the busy (speak of the devil) Future Director, in which we pick just one thing Future Directors oughta know or do or stew on for the next month. We hope you get something (at least one thing) out of it.
Is your board nice or kind? There is a dangerous temptation to prioritise playing “nice” in the boardroom.
Niceness is often associated with a desire to please, avoid conflict, and maintain surface-level harmony. However, when leaders prioritise niceness, it can become a curse - leading to unresolved issues, superficial discussions, and a lack of accountability.
It’s that very instinct that is holding your board back!
Kindness, on the other hand, is rooted in care, respect, and the courage to challenge and support others in ways that promote real progress. It elevates both personal relationships and organisational outcomes.
The Trap of Niceness
Niceness feels safe. It’s the path of least resistance, where difficult conversations are avoided, and crucial feedback is sugarcoated—or withheld altogether—for fear of how it will be received.
Nice people don’t rock the boat, but in governance, this is problematic.
Boards must make tough decisions that require honest, sometimes uncomfortable dialogue. When niceness takes precedence, discussions risk becoming echo chambers, and critical issues remain unaddressed. Niceness can lead to groupthink, where the desire to preserve harmony stifles diverse opinions. Board members, eager to be liked, may avoid asking tough questions or challenging the status quo, thus missing opportunities for growth or overlooking risks.
In essence, niceness prioritises comfort over effectiveness, and in the boardroom, that can be disastrous.
The Virtue of Kindness
Kindness, in contrast, is a deeper and more powerful trait.....
It’s not about avoiding hard conversations - it often requires them. Kindness stems from empathy and respect, but it also brings a commitment to helping others grow, even if that means tough love.
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