Is kindness in the workplace worthwhile?

A former employer had "kindness, efficiency, and collaboration" as its corporate values. Unfortunately, actions didn't match words, and I handed in my resignation... along with six other colleagues in a team of eight within the space of a few weeks!

However, the data speaks for itself: a toxic corporate culture is by far the main reason why employees leave a company and is ten times more important than dissatisfaction with pay in predicting resignation.

According to a study published in 2022, the main factors contributing to toxic cultures are a lack of promotion of diversity, equity, and inclusion, a feeling of disrespect among workers, and unethical behavior.

In a context of main shortages, what organization can still afford to engage in false benevolence?

Over the past year, I have seen, at main, which can still be described as a small nonprofit, a real desire to implement caring practices that are designed above all to create a humane working environment. We're not living in a fantasy world, and there's always room for improvement, but "leading by example" is one of main strategic priorities, and this priority is also reflected in the work environment that the team has decided to create.

First, one of the things I am grateful for is that the team has established a clear framework that applies to all team members. As an organization, we strive for effectiveness and efficiency, but these "rules of the game" give me a great deal of autonomy, allowing me to achieve a true work-life balance.

• Adoption of a 35-hour work week without a reduction in pay.
  We could probably all work 50 hours a week. There is no shortage of projects. However, having made a joint "contract" as a team to work 35 hours a week, we find ourselves questioning more often whether our priorities are really priorities, whether the return on investment of time is worth it, and whether the effort is justified.
• Justified, justifiable overtime, validated by the team and compensated.
  Certain projects (hello, accelerator summit) or times of year (hello, end of the fiscal year) require extra effort, but the team has agreed that this should not be the norm. Furthermore, these overtime hours are not volunteer work. They are credited to a time bank to be taken back.
• Schedule that promotes collaboration and flexibility.
  The team has established that from Monday to Thursday, 9 a.m. to 4 p.m., the priority is work. For the rest of the time, employees have the flexibility to set the schedule that works best for them. For my part, my daily schedule varies, but I have decided most weeks to condense my hours so that I only work Monday through Thursday. It makes for an intense four days, but it gives me peace of mind knowing I have a long weekend every week. In addition, the team has adopted a common block of time on Tuesday afternoons for focused work, with no meetings, dedicated to moving projects forward.

Secondly, I am really glad that main to spell out the expectations for "response." This avoids frustration and usually ensures that what is really important is addressed while preserving the energy of team members.

• Clear expectations regarding communication and how things are done.
  The team has made it clear that we are not expected to check our emails and Slack messages outside of office hours. If there is a real emergency, we call each other on our cell phones. (In 18 months, this has happened to me once. Hello, boss!) The team has established that Slack is the main internal communication channel and that we do not use email for internal communications, except in rare cases. In addition, the organization offers physical collaboration spaces for working "in person," but teleworking is the de facto option.
• Right to rest.
  Six weeks of "vacation" from the first year of employment, without having to accumulate them. Yes, you read that right! There are three weeks (one in June and two around Christmas) during which the entire office is closed, and three weeks to be scheduled according to your preferences, starting from your first year of employment.

Finally, and this is where organizational culture really comes into play, team members must keep in mind that we are working with people, not numbers.

• promoting a culture of collaboration.
  since its founding, main has always been driven by the belief that collaboration is the way to amplify the impact of actions. The organization also applies this motto to its operations by organizing team retreats twice a year, allowing it to use the strength of the group to create action plans that are consistent with the needs of the ecosystem and engaging for the team.
• 
  main, which is evolving at a sometimes dizzying pace, has made it a point of honor to survey the team on their well-being and needs. The results of these surveys are shared with the entire team on a regular basis. Members of management have noted that this practice has made it possible to integrate elements of continuous improvement into operations, increase team member engagement, and optimize the flow of information.
• promoting well-being.
  in addition to offering a group insurance plan, the option to contribute to a group RRSP with employer contributions, main offers its employees a discretionary monthly credit. Each employee has $50 applicable to wellness-related expenses and a $100 credit applicable to teleworking-related expenses, all offered through the Quebec startup Tedy's app.
• remember every day that we are all human beings.
  One of the aspects of the culture that I like the most is that the team has created a code to let colleagues know when someone needs a break, is going through something unpleasant, or needs support from the team. There's no need to share your private life in public if you don't want to. Simply adding the octopus emoji (🐙) to your Slack profile is enough to signal that you are in "treat with care" mode. The use of this code is part of the onboarding process for all new recruits.

As Brené Brown, the standard-bearer for organizational management practiced with courage and vulnerability, often says, "Clarity is kind."clear is kind). By clarifying expectations in this way, main has, in my opinion, created a work culture that not only generates positive results, but also a sense of mutual trust. We build together. We move toward a collective goal. We are also there as human beings to help each other. This culture gives me the courage to speak up when something "sticks," because I know I can count on my colleagues to switch into solution mode and address what isn't working. I know that we can have difficult conversations with empathy, working collectively to minimize pain and maximize happiness. That's why on Sunday evenings, I have no knot in my stomach when I think about work on Monday.

Is kindness worth paying for?

Yes.

– Caroline Cloutier