Benevolence ≠ weakness
It's time to dispel a stubborn myth: no, benevolence is not synonymous with complacency. As an article in Les Affaires[1] reminds us, it's not enough to hang up a “ici, on est bienveillants” sign for everything to run smoothly. Benevolence doesn't mean saying yes to everything, avoiding irritating subjects or sweeping tensions under the carpet. It's just the opposite: it's choosing to say things respectfully, to listen sincerely and to act with consideration, even in difficult times.
It implies courage, consistency, and a real willingness to recognize the other person as a human being, not just as a “high-performance colleague”.
What science tells us
And science supports the idea that it's not a waste of time. A study published in The Journal of Personality and Social Psychology shows that sincere recognition, a simple, well-placed “thank you”, can increase helping behavior by 50%. In another study, conducted at the University of Pennsylvania, employees whose managers expressed gratitude were not only more motivated, but also more resilient in the face of challenges.
Harvard Business Review goes one step further: a leader who is perceived as “nice” and trusted, i.e. both demanding and respectful, promotes better engagement, less turnover and higher performance. Nothing naive about that.
Compassion and civility: the new essential attitudes
Compassion, like civility, is not reserved for care teams or community settings. In a study by the Association of Professional Executives of the Federal Public Service (2021), we learn that incivility in the workplace, whether subtle or overt, is one of the most damaging factors for employees' mental health. It increases stress, reduces commitment and contaminates the entire work climate.
Conversely, active compassion (noticing, caring and acting on the suffering of others) fosters a climate of belonging, security and cooperation. This is confirmed by a Canadian study on compassionate work environments: employees say they are more listened to, supported and confident, and this is reflected in the organization's results.
What it means in everyday life
In concrete terms, benevolence manifests itself in small gestures: taking the time to ask how things are going (and really listening to the answer), acknowledging a colleague's work, accepting mistakes as learning opportunities, offering help without it being an obligation, and so on.
These are simple behaviors, but they send a powerful message: “You matter, what you experience is important, and we're in this together.”
And it's not just for managers. Everyone, at their own level, can contribute to a more serene climate:
- By daring to speak with respect, even when it's delicate
- By being attentive to the emotional charge of others
- By showing patience in the face of unusual reactions
- By expressing recognition, not just for “great feats”, but also for small everyday gestures.
Kindness doesn't replace processes, it makes them human
Let's be clear: benevolence is not an excuse for not dealing with problems. It doesn't replace directives, clear expectations or responsibilities. But it does change the way they are applied. It humanizes processes. It puts relationships at the heart of the organization, without sacrificing efficiency.
At a time when the boundaries between professional and personal life can be very blurred, and burnout is a real threat, focusing on the quality of relationships is not a luxury: it's a strategic necessity.
How about starting today?
There's no need to wait for a cultural revolution to cultivate a little more benevolence at work. It can start with a sincere question, a well-placed acknowledgement, an unexpected gesture of support. It's often in these details that sustainable... and pleasant work environments are built.
To find out more :
Mental health: focus on self-management to regain balance Santé mentale : privilégier les pratiques d’autogestion avec votre équipe
[1] Les Affaires – La bienveillance au travail ça peut pas marcher
Sources :
Compassion et bienveillance pour un environnement de travail plus serein (Facteur H)
A Little Thanks Goes a Long Way: Explaining Why Gratitude Expressions Motivate Prosocial Behavior (Francesca Gino et Adam M Grant)
The Hard Data on Being a Nice Boss (Harvard Business Review)
