Kind leadership during a crisis and beyond by Hall & Partners

Kind leadership during a crisis and beyond The power of kindness

Data sourced by Hall & Partners and Dynata

KIND LEADERSHIP DURING A CRISIS AND BEYOND

@KindnessRules #leadwithkindness kindnessrules.co.uk

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This volume is gestated in complex and worrisome times - amidst pandemic and economic turmoil, also marked by the immediacy of climate change and enduring inequalities of condition, race, and opportunity. We argue for a conception of kindness which is both complex and fraught. It is not easy acquiescence to the moment, aspirational praise, nor cheerful support. Rather, this is kindness as a discipline; rooted in long-term thinking, willingness to debate and argue in search of common ground. It is the ability to invest in strengthening and improving others: shared well-being comes from the many over time. Kindness shows up in speaking truth and persisting, from honouring candour, and sometimes choosing what may feel uncomfortable or at first glance, seem callous or uncaring. We hold that one leads with kindness, a kindness that comes from strength, internal and shared. We see kindness as a place which we must intentionally bring ourselves to. This is what enables leaders to hold within themselves the tensions of competing needs, contradictions, and the duality which exists in most decisions made under uncertainty - upholding those on the journey, while experiencing that journey alongside them. In acknowledging the plurality and vulnerability of human experience, a leader offers the kindness of allowing others to fully experience the depth and impact of their own reality. Crises make vivid the routine challenges that leaders face. Yet, the challenges of the next horizons are likely even more complex, intertwined and unevenly distributed. In responding to challenges of today, leaders work to meet the needs of now while learning and building capacity for that which arrives tomorrow. We lead from and in kindness. Authored by Dr Marc J Ventresca, with Shawn McQueen-Ruggeiro and Stephanie Gnissios

DR MARC J VENTRESCA Saïd Business School, University of Oxford and Wolfson College

KIND LEADERSHIP DURING A CRISIS AND BEYOND

In a year characterised by radical change, it is kind leadership that is taking centre stage. Leaders across the globe who have led with kindness and empathy have given us greater confidence and hope – we have been more open to their ideas and the difficult decisions they have faced. Remarkable leadership has been able to inspire resilience and adaptability and thereby help businesses, communities and individuals navigate the best way through these unprecedented times. 2020 has taught us all a lot about leadership, but it has also shown us that we need to stand for what we believe in, find our own voice and make sure that we honour and support the leadership that we want to succeed. I hope you will all look to lead with kindness, not just in your communities and home lives, but in your places of work and as global citizens. This leadership style is not a ‘nice-to-have’, it has the power to effect positive change quickly in this fragile world.

PINKY LILANI CBE DL Founder and Chairman Kindness & Leadership Leading Lights and Women of the Future Programme

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Kindness has always been essential to leadership. It is how we inspire teams, build relationships and imbue work with purpose. Today, kindness is even more important. The Covid-19 crisis, combined with impassioned social movements that have led us to reassess our core values, has magnified that quality. Kindness defines what an effective, modern leader should be. As we grapple with these unpredictable times, the skills of a kind leader are even more relevant. To openly show our human side, listening to and acting with others’ needs in mind, meeting people where they are and having the courage to adapt to situations that no one has been prepared for. Those are some of the findings of this, our second Kindness in Leadership survey, in which our respondents reflect on how valuable kind leadership is to our transformed world. The accelerated changes we have undergone have led us to a more sophisticated understanding of what true leadership is – that as well as motivating and inspiring, we must nurture and protect, with kindness as the fundamental enabler. We are working towards a new normal with new values and a new play-book - and it’s the emotional compass of kindness that should be our guide.

VA N E L L A J A C K S O N Global CEO Hall & Partners

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KIND LEADERSHIP DURING A CRISIS AND BEYOND

M E T H O D O LO G Y Things have changed dramatically since 2019, when, together, we published our first Kind Leadership survey and we felt it was important to revisit the subject and reassess. The Hall & Partners team is honoured to be collaborating with Elizabeth Filippouli and the Global Thinkers Forum to understand what makes a leader kind, how this changes during times of crisis, and what is to be expected of leaders moving forward. We are thankful for the consultancy we have received from Dr Marc J Ventresca at SaĂŻd Business School on this project, and we are delighted to once again partner with the Kindness & Leadership Leading Lights campaign to help answer these questions. To capture both leader and employee perspectives, Hall & Partners conducted an online survey of 1,500 men and women. These participants are employed by an organisation, work across a whole range of industries and come from Australia, Brazil, China, France, Germany, Italy, Spain, South Korea, UK and the US. Additionally, we have been fortunate to interview industry leaders from around the world, working in a variety of sectors. These leaders share a strong belief in the value of kindness within their organisations, with many expressing how they show kindness in their personal leadership styles, and how the Covid-19 crisis has compelled them to adapt their ways of working and reimagine what empowering, thoughtful and supportive leadership really means. By combining results from both leaders and employees, we have built a comprehensive picture of how kindness is perceived and changes in the working world during a crisis, and how this impacts the success of individuals, teams and the entire company. We hope that this booklet serves as a guide for all leaders and organisations, not only during times of crisis, but as we seek to rebuild confidence and thrive in a changed world. Most importantly, we hope that this study reminds all of us just how vital kindness is in the workplace. Now, more than ever, it is a key ingredient for organisations to succeed. Thank you for reading and we hope it provides inspiration for future leaders. VA N E L L A J A C K S O N A N D T H E H A L L & PA RT N E R S K I N D N E S S T E A M

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Organisations that value kindness will come through a crisis more successfully All the people we spoke to

with my team and having that

agreed that organisations

all be woven into the culture we

which lead with a culture of

create and the expectations of

kindness will come through a

how we show up for that culture.

crisis more successfully. It’s

Because ultimately, that’s central

a value that builds resilience.

to them being able to envision

Leaders who embody these

themselves as leaders.

values and organisations which adhere to them create cultures

People need to understand

where employee performance is

that to be a leader they do not

transformed, morale is boosted

need to follow directly in the

and the best talent is retained

footsteps of someone else. If

and enabled to thrive. As one

they understand the culture from

leader in the technology industry

a human perspective and walk

mentioned:

around the proverbial room and watch and listen, they can then

“For me, kindness is definitely

ask themselves: How would they

entwined with being human

like to lead? What would they do?”

KIND LEADERSHIP DURING A CRISIS AND BEYOND

People who feel recognized are more effective and productive, and we know when people feel recognized for their contribution, they feel valued and their productivity doubles. It’s about them understanding they are part of the change which will lead to the future.” TIAMA HANSON-DRURY EVP of Product Development Dynata

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Kindness motivates Employees see kindness as highly motivational. It makes them feel proud and thankful that they are a part of their chosen company. Kindness encourages them to take on more responsibility, leaving them more fulfilled. Just under half of participants (47%) agree that the actions and decisions made by their company during the current crisis have made them ‘feel grateful to work in an organisation where everyone is kind to each other’.

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KIND LEADERSHIP DURING A CRISIS AND BEYOND

40% A G R E E T H AT T H E A C T I O N S O F T H E I R C O M PA N Y DURING COVID-19 MAKES THEM FEEL MORE M OT I VAT E D T O W O R K H A R D F O R T H E I R C O M PA N Y

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Creating a culture of kindness strengthens employee motivation A kind culture encourages loyalty and increases the likelihood people will stay with the organisation longer, throughout and beyond the turmoil of the crisis.

Hall & Partners 2020 Employee Research

KIND LEADERSHIP DURING A CRISIS AND BEYOND

3 IN 5 A G R E E I T M A K E S M E W A N T T O ‘ S TAY AT M Y C O M PA N Y F O R L O N G E R T H A N I O R I G I N A L LY P L A N N E D ’

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10 ways to be kind during a crisis and beyond

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KIND LEADERSHIP DURING A CRISIS AND BEYOND

BE TOUGH TO BE KIND

B E P R E PA R E D T O C O N T I N U O U S LY A D A P T

M A K E C O U R A G E O U S D E C I S I O N S , FA S T

D O N ’ T S U G A R - C O AT

B E FA I R , E V E N I F I T D O E S N ’ T A LW AY S F E E L FA I R

A C C E P T Y O U W O N ’ T A LW AY S G E T I T R I G H T

SHOW YOUR HUMANITY

M E E T P E O P L E W H E R E T H E Y A R E , W I T H E M PAT H Y

BE KIND TO YOURSELF

BE OPTIMISTIC IN RECOVERY

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E M P L O Y E E S F E LT T H AT D U R I N G E V E R Y D AY L I F E , I T ’ S M O S T I M P O R TA N T FOR KIND LEADERS TO BE

FAIR 1ST

UNITING 2ND

CANDID 3RD

COMPASSIONATE 4TH OPTIMISTIC 5TH PRESENT 6TH RALLYING 7TH ADAPTABLE 8TH RESILIENT 9TH COURAGEOUS 10TH Hall & Partners 2020 Employee Research

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KIND LEADERSHIP DURING A CRISIS AND BEYOND

W H AT I S C O N S I D E R E D M O S T I M P O R TA N T FROM A KIND LEADER CHANGES WHEN WE ARE EXPERIENCING A CRISIS

1ST COURAGEOUS

2ND RESILIENT

3RD ADAPTABLE

4TH RALLYING

5TH OPTIMISTIC 6TH UNITING 7TH COMPASSIONATE 8TH FAIR 9TH CANDID 10TH PRESENT

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1 BE TOUGH TO BE KIND There is a misconception that

A leader in the entertainment

kindness is a so-called ‘soft’

industry commented:

skill, that it means leaders are less focused on winning, that

“We all know that sometimes the

it prevents them from being

greatest kindness is to make the

assertive or authoritative.

difficult decision. And recognise

However, those we have spoken

and accept that not everyone

to believe that kindness and

will agree with you. Kindness is

toughness go together, they are

not about being passively soft.

qualities that often depend upon

Kindness can be about decisive

each other.

strength.”

KIND LEADERSHIP DURING A CRISIS AND BEYOND

“In a crisis you realise that some people aren’t up to it. The kind thing there, is to deal with it; having the honest conversation about the fact that the role they have, should not be their role going forward.” E L L I OT M O S S Director of Business Development Mishcon de Reya

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2 B E P R E PA R E D TO ADAPT C O N T I N U O U S LY During a period of profound and

One CEO of a brand consultancy

Employees agree, one in three

unpredictable change, where

mentioned:

believe that they want their

new values are taking centre

leaders to show adaptability

stage, leaders must be willing

“You don’t have time to sit

during a crisis, to be able to flex

and able to change themselves,

around thinking about stuff as

and pivot when the time is right.

to evolve. Having the courage

you would normally. No one

and humility to adapt leadership

has really got the answers,

styles during a crisis, when so

so you have to be prepared

many unknowns come into play,

to make decisions with very

is seen by leaders as being

little information, act and keep

an essential component of

moving forward. Because crises

kindness.

by their very nature mean you don’t know what’s going to happen next.”

KIND LEADERSHIP DURING A CRISIS AND BEYOND

“When information or knowledge isn’t readily available, you need to respond and adapt in short periods of time, so things don’t worsen. So that you are always ready to take it on. The Singapore Government has strived to remain adaptable, from the beginning of the crisis to now. That is why the approach and messaging have been adapting to the rapidly evolving situation.” TIN PEI LING Member of Parliament Singapore

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3 MAKE COURAGEOUS D E C I S I O N S , FA S T Kind leaders understand that

The importance of courage is

having the courage to make

also reflected in the views of

difficult decisions quickly is key

employees, who feel inspired

when going through a crisis. As

and confident to work with

one leader commented, “If you

leaders who are able to act

are courageous in the pursuit

swiftly and with determination

of excellence you are going

to cope with chaotic and

to have a higher likelihood of

uncertain situations.

your team being successful.”

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“When preparing for a crisis, your enemy is time, and you need speed to action. You always wish you had started sooner, so it’s that ability to completely snap to it, understand what’s going on and prioritize. The most important thing before a crisis hits is recognizing what might feel like a distant drumbeat is a massive cymbal in your ear that you have to pay attention to.” SAIRAH ASHMAN CEO Wolff Olins

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IN A CRISIS, KINDNESS C A N TA K E O N M A N Y D I F F E R E N T FA C E S

74%

OF PEOPLE AGREE IT’S MORE I M P O RTA N T T O B E A D A P TA B L E R AT H E R T H A N R A L LY I N G

69%

OF PEOPLE AGREE IT’S MORE I M P O RTA N T T O BE RESILIENT R AT H E R T H A N C O M PA S S I O N AT E

Hall & Partners 2020 Employee Research

KIND LEADERSHIP DURING A CRISIS AND BEYOND

62%

OF PEOPLE AGREE IT’S MORE I M P O RTA N T T O BE OPTIMISTIC R AT H E R T H A N CANDID

68%

OF PEOPLE AGREE IT’S MORE I M P O RTA N T T O B E FA I R R AT H E R T H A N R A L LY I N G

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4 DON’T SUGARC O AT

It’s clear that kind leadership

“I take time and try to explain

goes hand-in-hand with

a policy in such a way that

honesty. Being open and giving

shows I understand where they

something of yourself is to be

are coming from. I give them

human. True honesty means

all the reasons and rationale

that difficult messages cannot

and suggest some alternative

be sugar coated, delayed or

solutions or approaches to

avoided. That is not kind.

their problem. I want to show I truly care and are happy to

One Government leader spoke

be completely honest and

about this and what it means to

transparent with them.”

them when meeting and talking to constituents.

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KIND LEADERSHIP DURING A CRISIS AND BEYOND

“Our medical director has been very good during the crisis, giving clear communication every day. She explained the need for prioritization of clinical services. We were asked to do above and beyond our routine roles and she lead by example. She explained that it is not a normal situation and so we have to go beyond our duty of care”. VIVEK NAMA Consultant Gynaecologist and Lead Gyn Oncologist Croydon University Hospital NHS Trust

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5 B E FA I R , E V E N IF IT DOESN’T A LW AY S F E E L FA I R People want those who manage

There will be times that

them to have their best interests

leadership decisions are

at heart, and make decisions

questioned and felt to not to be

which reflect the needs of the

fair to everyone, especially when

many, not just the few. One CEO

it involves making a difficult

in the education sector captured

decision. This is especially true

the thoughts of a number of

during a crisis where the speed

people, saying:

of change, both positive and negative, can have an emotional

“You have to bring to bear

impact on team members.

all your internal stamina and

Difficult decisions will not

strength to make sure it doesn’t

benefit every individual, but

become about you. Leadership

there is kindness in providing a

should never be a vanity project

clear direction.

– it’s not about you, it’s about everyone else.”

KIND LEADERSHIP DURING A CRISIS AND BEYOND

“At the end of the day, even when leaders make the decision they feel is the most fair, it can always be perceived by someone else as the wrong decision, and they might have a different view on what the fairest outcome is. I think as a leader you just have to accept that sometimes in a crisis you have to make an unpopular decision. People may not always be fully on board with the decision, they may not think you made the fairest decision, but hopefully you will have built enough trust and goodwill that they don’t believe you are acting in an unprincipled way.” KEEMIN NGIAM Director and Senior Council Netflix

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KINDNESS LO O K S DIFFERENT AT D I F F E R E N T S TA G E S O F A CRISIS

BEING A D A P TA B L E IS MOST I M P O RTA N T BEFORE A CRISIS

BEING A D A P TA B L E I S I M P O RTA N T I N THE MIDDLE OF A CRISIS

34%

E M P LOY E E S F E LT T H AT

Hall & Partners 2020 Employee Research

33%

AS IS BEING COURAGEOUS

31%

KIND LEADERSHIP DURING A CRISIS AND BEYOND

WHEN RECOVERING FROM A CRISIS, BEING OPTIMISTIC IS MOST I M P O RTA N T

32%

“In a rapidly changing environment it is about being responsive, in the moment to what is needed. Ultimately, we are there to lead our people, what they need, will be different at different times.”

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6 ACCEPT YOU WON’T A LW AY S GET IT RIGHT

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The unique and complex nature

One leader captured this when

of a crisis means that leaders

saying “As a leader, you will have

will rarely get everything right

to accept that were not always

all of the time. Acknowledging

able to be all of these things, all

that and being ready to accept

of the time. For example, being

and learn from inevitable mis-

present. Yes, leaders should be

steps is a core component

visible and accessible, but there

of kind leadership. Because

will be times in a crisis when you

things are constantly changing

are too busy fighting a fire to

and are fuelled by uncertainty

listen to someone else’s needs or

and instability, leaders have to

concerns at that time.”

accept that vulnerability and humility are more important than perfection.

KIND LEADERSHIP DURING A CRISIS AND BEYOND

“During a crisis you won’t always get things right, so its recognising where you went wrong, getting on with it and learning. These things are vital.” NIKKI BOORE Head of Customer Experience and Insight HSBC

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7 SHOW YOUR HUMANITY Leaders are expected to show their more human and revealing side in a crisis. It’s about respecting the thoughts and feelings of others whilst being honest enough to display your own vulnerabilities. Kindness means being able to openly engage with anxieties and concerns. One partner of a legal firm commented: “It’s alright to say you don’t know. It’s alright to say you are overwhelmed. People relate to an openness of communication that says ‘this is what I’m going through.”

WOMEN OF THE FUTURE

KIND LEADERSHIP DURING A CRISIS AND BEYOND

“It is about having a baseline mentality that the characteristics of kindness are your natural default, not a construct. Its that old adage of a smile being infectious, one hopes kindness can be the same.” JOHN O’BRIEN MBE Managing Partner EMEA One Hundred Networks

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8 MEET PEOPLE WHERE THEY ARE, WITH E M PAT H Y To create a culture of kindness, where each person feels motivated and cared for, kind leaders recognized the importance of empathy. One leader commented on how important this is, especially in the medical field “When it comes to patients, the rulebook is that you should treat everybody as your family and feel the pain and anxiety that the patients are going through. When it comes to colleagues, you have to always put yourself in their shoes, whether its commitment or attitude. As long as you show that you care for them and respect them, that in my view is kindness.”

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KIND LEADERSHIP DURING A CRISIS AND BEYOND

“Find out how people are doing. What are their thoughts? What issues are they facing? Start conversations and have curiosity about someone other than yourself.” KAREN TEO VP, Global Business Group, APAC Facebook

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9 BE KIND TO YOURSELF A crisis will have a series

Stepping away from work, taking

of emotional, physical and

time to reflect, knowing when

psychological impacts on both

to take restorative actions. Kind

teams and their leaders. Which

leaders have to show kindness

is why kindness also means

to themselves, too. As one leader

dealing with these pressures in

mentioned “Self-care is just as

an honest way. Leaders need to

important. There will always be

be kind to themselves as they

ebbs and flows in every season

deal with such uncertain and

and every crisis, so it’s important

unusual pressures. This in turn

that people pace themselves for

sets an example for others to

the long haul.”

follow.

WOMEN OF THE FUTURE

KIND LEADERSHIP DURING A CRISIS AND BEYOND

“What helps me to centre and become more present is a deep meditation that I do daily. This has really helped me centre myself and help connect me to my purpose. It is an immediate effect from acting in a kinder way. When I’m connected to my purpose I’m connected to kindness, and I act with kindness. It’s a positive ripple effect.” ALINE SANTOS Global Executive VP Marketing, Chief Diversity and Inclusion Officer Unilever

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10 BE OPTIMISTIC IN RECOVERY In the times of difficulty and uncertainty that crises invariably bring, multiple leaders mentioned the need for optimism and being hopeful for the future. Kindness conveys a positivity that nurtures teams faced with new sets of challenges. “You will see you need to walk through the debris of those businesses who have survived the crisis, and it’ll be important to help set a positive point of view for the team.” However, it’s important that this optimistic vision of the future is tempered by realism and what is practical, so that people have something to aim for which they know is achievable.

KIND LEADERSHIP DURING A CRISIS AND BEYOND

“You’ve got to be optimistic. When I think about how I talked with my staff about the pandemic, they said what meant a lot to them was the fact that we could come out of this with some better things than we had before. It is important to be able to articulate what these benefits will be, as they are the end point, the rainbow to head for. You have to paint that rainbow, because otherwise the crisis is too hard. But it’s got to be a realistic rainbow, it cannot be something that everyone knows does not exist.” D R VA N E S S A O G D E N CEO Mulberry Schools Trust

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SMALL ACTS OF KINDNESS G O A L O N G W AY T O M A K I N G E M P L O Y E E S F E E L VA L U E D

Leaders checked in with us personally during this period and have been encouraging and optimistic. They are now looking to the future and involving us in the changes the need to be made.

They have always made it quite clear that they are going through a hard time, as much, if not more than the other employees.

Hall & Partners 2020 Employee Research

KIND LEADERSHIP DURING A CRISIS AND BEYOND

They have had everyoneâ&#x20AC;&#x2122;s back, have listened, been there to help, and been optimistic about the future.

A lot of empathy and compassion has been demonstrated to each member of staff, ensuring that we all remain connected and united.

The company I work for has displayed kindness by understanding that mental stress is going to be a major problem with the pandemic. They have treated me with respect, showed that they care about me and that they are willing to adapt.

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Reflections from Said Business School/Global Thinkers Forum This book highlights 10 unconventional interpretations of kindness in leadership in times of crisis, through the eyes of values-driven global leaders. The common thread is kindness as a way of being. The foreword argued that leading in kindness is the distinctive task of leaders. Crisis, or multiple crises, adds the challenge of maintaining kindness as both a source and product of strength and compassionate resilience. When people’s emotions are raw, we need a kindness that listens, and empowers. Candour, compassion and courage during times of crisis are not for the fainthearted. Crisis can be a period of trauma. Choosing to lead from a place of kindness is a practice of action, embedded into the identity of a leader as an instinctive response. Kindness is as simple as it is complex. The current crisis has brought attention to a series of female leaders in public governance. These women, in formal leadership roles, are complemented by millions of women who simply live their lives in this way. These everyday examples are increasingly important to implant kindness into the essence of the post-Covid19 ‘new normal’. In reading this book, we hope you found a renewed understanding of kindness. It can be taught and practiced. It is a kind of intelligence, or KQ. The complexity and depth of the global challenges we face will not dim. Leadership in these times requires embedding KQ into daily practice, with an iron-willed intention to manifest kindness through its many interpretations. We will explore the idea of embedding KQ into a standard leadership practice, in a future publication. Kindness defines us as humans and kindness is a characteristic of greatness. Authored by Elizabeth Filippouli, with Shawn McQueen-Ruggeiro, Stephanie Gnissios and Dr Marc J Ventresca

ELIZABETH FILIPPOULI Founder & CEO Global Thinkers Forum & Athena40

KIND LEADERSHIP DURING A CRISIS AND BEYOND

Conclusion from Hall & Partners As we reshape our bruised and fractured society, kindness – as this booklet has shown - offers us a message of hope and optimism. For if we are to build trust, we must also build relationships. Perhaps we’ve allowed our ultra-competitive and sometimes selfserving instincts to blind us to supportive skills that truly inspire unity and change. Empathy, collaboration, understanding, a willingness to listen, to give teams the time and space to adjust, to find agreement and yet make tough decisions at speed. If we are to build more resilient workplaces and businesses, leaders will need to create kinder and more trusting cultures where they are more understanding of the needs of their colleagues. We are all suddenly dealing with new experiences that force us to reconsider what success looks like – at home, in work and within society. And at the heart of all these experiences lies kindness. Tough, resilient, empowering, motivating kindness. Together, it’s time to step up and show not just leadership, but kindness too.

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SAID BUSINESS SCHOOL

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WOMEN OF THE FUTURE

THIS BOOKLET COULDN’T HAVE BEEN POSSIBLE WITHOUT THE KINDNESS AND INSIGHT OF SO MANY. THANK YOU SO MUCH TO… Elizabeth Filippouli – Elizabeth is Founder & CEO of Global Thinkers Forum (GTF) and Athena40. GTF is an international organisation promoting values-based leadership, women’s empowerment and youth development. Athena40 supports the advancement of women in leadership. Emma Sargeant – Emma is the President of Europe for DAS, division of Omnicom. She works with marketing communications disciplines across Europe and is co-Managing Partner of ONE HUNDRED Europe, aligning people, strategy, resources, branding, messaging and digital experiences around purpose. Pinky Lilani CBE DL – Pinky is the founder of the Women of the Future Programme, a portfolio of global events and networks that support the female leadership pipeline. She has also recently founded the Kindness & Leadership – 50 Leading Lights campaign celebrating kind leaders and radically shifting the global leadership conversation. Dr Marc J Ventresca – Marc is faculty at Saïd Business School, University of Oxford, also a Wolfson College Fellow. His expertise is innovation strategy, with projects investigating emerging technologies and governance and an overall focus on system change, impact, and work of leading. Stephanie Grissios – Stephanie is an entrepreneur at the intersection of impact and climate. With a personal focus on supporting female founders and women in STEM, she is deeply passionate about living leadership and creating change. Shawn Ruggeiro – Shawn is a dedicated leader in the NGO sector. She’s committed to leading change and improving mission outcomes with a passion for developing people and building capacity. Shawn is an EMBA candidate in Saïd Business School. Our friends at Dynata – Dynata is a global online market research firm who Hall & Partners regularly partner with, and who have been a key contributor to the success of this research. UGAM solutions – UGAM led the data collection for this research and have been extremely supportive of the Hall & Partners team throughout the entire project And a massive thank you to all industry leaders who contributed their time and insights to this booklet, especially Tiama Hanson-Drury, Elliot Moss, Tin Pei Ling, Sairah Ashman, Vivek Nama, Keemin Ngiam, Nikki Boore, John O’Brien, Karen Teo, Aline Santos, Dr Vanessa Ogden and Lieutenant General Richard Wardlaw OBE.

KIND LEADERSHIP DURING A CRISIS AND BEYOND

The Hall & Partners Kindness Team

How do you #leadwithkindness? Share your story to change the conversation #leadwithkindness

K I N D N E S S R U L E S . C O. U K