Our Listees 2024

Zhenzhen (Elaine) Chen

Senior Marketing Manager, Huawei

Elaine brings a decade of expertise in digital consumer technology to Yard + Parish (under TINT Group), the UK’s first sustainable luxury discovery platform for Independent Black-owned brands. Her strategic and kind leadership have propelled the company to unprecedented heights, expanding its footprint in the market. Elaine is passionate about revolutionising digital consumer engagement, and alongside her role at Yard + Parish is also Senior Global Marketing Manager at Huawei and has held previous roles at Hikvision UK and Xiaomi Technology. She is also a founder of NEOFO London.

“With her start-up and digital expertise, Elaine has guided each staff member with a gentle yet firm hand. From new entries to senior staff, she sees potential in everyone and motivates everyone to share key learnings and support requirements. Under her watch, our team has not only bonded over shared victories but also learned that true strength lies in unity and empathy. Her approach has lifted our business to new heights, proving that kindness in leadership isn’t just nice to have, it’s essential for success.”

– Samantha Olivia Newell, CEO, TINT Group 

What practical advice would you give to someone looking to embed kindness in company culture?
As a global marketer, I aim to integrate a culture of kindness into every campaign to support people in need and influence the product team to make better products. Meanwhile, I aspire to learn from established companies on how they incorporate kindness into their work environments. Kindness is the most important part for the culture to establish, it will help us collaborate better and create great work together.

Tabitha Morton

Executive Director, UN Women UK

An experienced, collaborative, compassionate, and strategic leader, Tabitha has held leadership positions in the Women’s Equality Party UK, first as the spokesperson for ending violence against women and girls and then as Deputy Leader. With a passion for investing in people, Tabitha is expertly skilled in unifying disparate teams to drive the success of organisations within the not-for-profit space. She now serves as Chair of Standing Together Against Domestic Abuse, as well as Executive Director of UN Women UK whose mission is to ensure every woman and girl has access to safety, choice, and a voice.

“Growing up on a council estate in Liverpool, society’s expectations of what Tabitha could be were narrow. Add to this no formal education from age 10 and a strict religious upbringing; her activism is driven by the knowledge that boundaries are only someone else’s idea of what you can be. Tabitha believes power is only useful if used for a greater good. Her experiences and barriers faced made Tabitha passionate about creating opportunities for young people, particularly women and girls.”

– Kim Rowell, Managing Editor, ITN 

Stephanie Fraser

Thoracic Surgeon, Guy’s and St Thomas’, NHS Foundation Trust

Stephanie has contributed invaluable innovations to healthcare and is renowned for her compassionate leadership and extensive expertise in surgical strategies and clinical governance. She has led projects focused on patient co-production, which enhanced surgical outcomes during the COVID-19 pandemic. Her work has secured prestigious grants, and she has demonstrated her dedication to team support and excellence in mentorship. A prolific researcher and published author, Stephanie is shaping the future of thoracic surgery.

“Stephanie’s impact extends beyond hospital walls, nurturing trainees, guiding colleagues, and healing patients. Leading with mindfulness and empathy amidst budget constraints, wait times, and global crises, she navigates challenges with unwavering compassion, inspiring collaboration over competition. Her commitment to inclusivity shapes innovative programs, benefiting patients while ensuring staff wellbeing. At times of great pain and divisiveness worldwide, Stephanie’s relentless compassion and inclusivity ignites unity among colleagues and inspires trust in her patients.”

– Miss Karen Harrison-Phipps, Clinical Director & Consultant Cardiothoracic Surgeon, Guy’s and St Thomas’ Hospital

What practical advice would you give to someone looking to embed kindness in company culture?
I have often said that Christmas parties save lives. It may sound facetious, but there is a kernel of truth: clinical teams that care about each other, often in turn provide the highest level of care for their patients. Relational advocacy is not a happy accident. Organisations that intentionally design their workplace structures and processes, to encourage better relational coordination, promote the wellbeing of their staff as well as the efficiency of their teams. By prioritising our staff and fostering positive working relationships and shared goals through humble inquiry, conflict resolution and thoughtful hiring process, we show our colleagues that they matter to us and enable them to perform their jobs with kindness and consideration.

Simon Fordham

CEO & Founder, The Institute of Business Support Professionals

Celebrated as the UK’s leading business mentor, Simon oversaw the delivery of the Government’s Help to Grow: Management Course and chaired the Association of Business Mentors, which has become the world’s largest professional business mentoring programme, supporting thousands of SME leaders. He has now launched a global professional membership body that advances business support, setting a standard of excellence for the profession. In addition to serving as a mentor, Simon is Chair of National Mentoring Day, Mentoring Champion for the Institute of Directors, and Chair of Scale-Up Britain.

“Simon is a kind leader of the highest order. He is deeply attuned to the needs of others and generous with his time and resources. I have witnessed him support volunteers, new colleagues early in their careers, and senior executives with the same level of attentive kindness. He not only retained his team, but saw them grow and develop. This character runs like DNA through everything he does, and the result is that the Association of Business Mentors grew 8000% in two years and supports more business mentors (2500+) than ever before.”

– Benjamin Jacobs, Programme Lead – Help to Grow: Management Course, Association of Business Mentors

What practical advice would you give to someone looking to embed kindness in company culture?
Intention: Kindness should be intentionally woven into the fabric of your organisation. From conversations to communication platforms, prioritise considerate interactions.

Empower: Make kindness a core value that encourages honesty and transparency. When leaders model empathy, employees follow suit, leading to constructive dialogue and process improvements.

Psychological Safety: Create an environment where authenticity thrives. Let employees be unapologetically themselves, fostering confidence, idea-sharing, and stretch projects.

Mentor: Success does not come at the cost of kindness, it thrives as a result of it. Uphold a non-negotiable commitment to listening to understand, support to build and treating others well – these are the building blocks for a thriving workplace.

Shirine Khoury-Haq

CEO, Co-operative Group 

Since becoming the first female CEO of the Co-op Group, Shirine has worked tirelessly to drive a cultural shift toward more diversity, inclusivity, collaboration, and authenticity. She is a strong and challenging leader who drives business performance while ensuring all colleagues are taken on the journey through effective and regular communication and a huge amount of listening. Before joining the Co-op, Shirine was Chief Operating Officer for the Lloyd’s insurance market and held senior positions at IBM, McDonalds, and Catlin Group. She has also served as Non-Executive Director at Persimmon Plc and the Post Office.

“Shirine gets to know people and their stories. She invests time in listening to drive a better working environment for everyone. As CEO she also actively drives the community and social value strategies to ensure that we can deliver the maximum positive impact with the work that we do. She invests personal time with our charity partners and with our co-op academies to provide greater opportunities for those in need, focusing on giving people a hand up rather than a hand out. She genuinely cares about making a difference and leaving a positive and lasting legacy through her work both inside and out the Co-op.”

– Heather Thomas, Group Property & Sustainability Director, Co-op Group

What practical advice would you give to someone looking to embed kindness in company culture?
My best advice is to engage directly and respectfully with colleagues, customers (and in our case, with members) across all functions and at all levels. Ask them what the organisation can do to serve them better and how they would like this to be done. Ensure alignment with current and future strategy, and then do it. Afterwards, ask how we did and what we could have done better. Then go again.

If you ensure you nurture an inclusive culture of open, honest conversation and feedback where everyone feels they have both context and a voice, I'm not sure you can go too far wrong.

Sameer Mawji

Chairman, Aga Khan Youth & Sports Board, Ismaili Council for the United Kingdom

Alongside his leadership position at Goldman Sachs, Sameer serves as Chairman of the Aga Khan Youth and Sports Board (AKYSB) for the UK and various European countries. The Board oversees activities for over 5,000 youth across the UK and Europe, including youth camps, mentoring, leadership development, and a variety of sports and wellness activities with the aim of improving quality of life, instilling ethics, and ensuring the youth remain engaged with the community. His people-focused approach to leading AKYSB has enabled the organisation to best support those in need.

“Within our faith community, we have thousands of youth residing in Europe – many of whom have fled conflict in other parts of the world. Sameer has utilized the Aga Khan Youth and Sports Board (AKYSB) to develop a range of programmes including youth camps, mentoring initiatives, and leadership development programmes for members of our community – in addition to mentoring board members and numerous volunteers to be effective, kind leaders

Through these initiatives, we have been able to support youth in their personal development journeys, including many facing significant integration challenges, helping them engage with the community and instilling a sense of hope and a culture of brotherhood and belonging.”

– Faruq Fazal, Board Member, Aga Khan Youth and Sports Board UK

What practical advice would you give to someone looking to embed kindness in company culture?
In my experience, embedding kindness in company culture can only be achieved if modelled from the top. Leaders must lead by example in this regard, showing genuine respect, empathy, and appreciation for those around them.

Additionally, creating policies that support positive wellbeing is crucial in fostering a kind environment. Encouraging open communication is also key – I've found that when people feel safe sharing their ideas and concerns, it builds trust, kindness, and productivity. Recognising and rewarding acts of kindness makes a big difference too; it shows that kindness is valued.

I've learnt that when you care for people, they care back – and people who feel valued and trusted are those who perform best. Incorporating kindness into daily operations is not just a nice thing to do; it's an integral part of company culture and performance.

Ruth Kirby KC

Barrister, 4pb

Appointed as King’s Counsel in 2021, Ruth is an international family law barrister practising primarily in children law, as well as sports law and the Court of Protection. She has particular experience in representing vulnerable clients, including those with mental illness, and working on cases involving families embroiled in political and cross-jurisdictional issues, always fighting for the best outcome for children. Ruth is also a qualified mediator and has lectured for many years including for Middle Temple, the Counter Terrorism Unit at the Met Police (SO15), and the Irish Judicial College.

“With clients, Ruth has endless compassion and ensures that they retain their dignity and humanity through extremely difficult court proceedings. Ruth has tirelessly represented women and children who were subjected to or at risk of child or forced marriage, FGM, and transnational abandonment. Ruth’s leadership has had a wider impact globally and across the family law world; from the top of the ladder, she uses her platform to speak up against discrimination, racism, and Islamophobia.” 

– Shabina Begum, Senior Associate, Dawson Cornwell 

What practical advice would you give to someone looking to embed kindness in company culture?
People who were kind to me must have influenced me to be kind to others. By treating others as you wish to be treated, the ripples spread and the hope is it becomes tidal – against what often seems to be a tide heading in the other direction with conflict and negativity. Focusing on the most junior people in a team is most needed as they are often working the hardest and the most forgotten in the crowd. Encouragement from the higher ranks frequently has the greatest impact and, even if the impact isn't significant to the world, at the very least, it can help individually. Also, never forget that people are dealing with all kinds of personal issues in their lives that are not on show but may be having an effect on their behaviour and attitude – for good and ill.

Rebecca Bentley

Counsellor, Therapist, Foster Mum

With over 30 years’ experience as a counsellor and psychotherapist, Rebecca manages her own practice alongside serving as a psychologist to the Mexican Embassy in the UK. In 2016, she spearheaded the embassy’s Mental Health Hub (Ventanilla Virtual de Salud Mental), an initiative supporting vulnerable individuals, with a particular focus on women. Through this, she has directly impacted the lives of over 30 people, showcasing her commitment to those in need and bettering the lives of those around her. She performs this role pro bono, underscoring her altruism and dedication to the promotion of mental health.

“Rebecca embodies kindness in leadership through her dedication to voluntary service, exemplified by her role in establishing the Mental Health Hub. Her approach integrates empathy with action, fostering an environment where team members feel valued and motivated to contribute their best. She personally recruited the six other volunteers, inspiring and mentoring them in their important work serving the Mexican community in the UK. Her ability to inspire others to engage in selfless acts, despite personal adversity, showcases the powerful influence of leading by example.” 

– Josefa González-Blanco Ortiz-Mena, Ambassador of Mexico to the United Kingdom of Great Britain and Northern Ireland

What practical advice would you give to someone looking to embed kindness in company culture?
I strongly believe that treating people with a warm approach and utmost compassion can genuinely change people’s ability to think and to realise how incredible they are.

As a foster mum for 39 children in 20 years, I believe patience, love and a gentle emphatic way can change people's lives.

Professor Sue Dopson

Deputy Dean for People and EDI, Saïd Business School

Sue is a specialist in leadership and transformational change, especially in the healthcare sector. Before pursuing an academic career, she worked as a personnel manager in the NHS, and her research has informed and influenced government bodies, including the Department of Health and the National Institute for Health and Clinical Excellence (NICE). Most recently she has led a project exploring women’s leadership and the experiences of minorities who pursue academic careers. Sue is committed to executive education and is heavily engaged in teaching, tutoring, and coaching at all levels.

“Sue stands out as a truly kind leader who cultivates a supportive environment where colleagues and staff members can thrive. She achieves this by establishing open communication channels, ensuring everybody feels comfortable asking questions and voicing concerns. She shows that she cares about the people around her not just as workers, but as humans. She takes the time to understand everyone and tailors her communication accordingly. She celebrates achievements, both big and small, listens, remembers, and empowers those around her to reach their full potential.”

– Professor Pinar Ozcan, Professor of Entrepreneurship, Saïd Business School, University of Oxford

What practical advice would you give to someone looking to embed kindness in company culture?
Be curious about your company culture. What are the factors that are generating positive behaviours and improving performance and conversely what factors do not? Cultures are shaped partly by performance management and incentive processes – exploration here facilitates a deeper understanding of where more kindness is needed. Culture is made up of subcultures – identifying and understanding these enable more targeted leadership interventions to improve the working environment – different groups will need different types of kindness. Kindness of course can take many forms. It's not just being nice! Saying no can be kind! Understanding the form of kindness needed in relation to the challenges faced in the company culture is crucial leadership work. Finally, to nudge culture requires resilience in oneself and others who are on the journey with you – you must protect the qualities including kindness that have shaped your leadership, so be kind to yourself!

Professor Robin Banerjee

Pro-Vice-Chancellor for Global and Civic Engagement, University of Sussex

As Head of the University of Sussex’s School of Psychology, Robin led a rapid expansion to develop one of the largest communities of psychologists in the country, while also navigating the COVID–19 pandemic. In 2023, he became the university’s inaugural Pro-Vice-Chancellor for Global and Civic Engagement. Robin founded the Sussex Centre for Research on Kindness, spearheaded BBC Radio 4’s “The Kindness Test”, and developed a postgraduate certificate course in the Psychology of Kindness and Wellbeing at Work. In his spare time, he coaches baseball and serves as Secretary for the Brighton Baseball Club.

“As Head of the School of Psychology, Robin led a large division through difficult times with transparency and compassion, always reminding us of the importance of community and the need to respect differences of opinion. He empowered his senior team to put the wellbeing of staff and students at the core of business. Moreover, Robin is not only a kind leader, but also a leader in research on kindness. Through his person, and his organisational and academic leadership, Robin’s wave of kindness ripples ever wider.”

– Dr Gillian Sandstrom, Senior Lecturer in the Psychology of Kindness, University of Sussex

What practical advice would you give to someone looking to embed kindness in company culture?
Start by noticing it and celebrating it! It's important to recognise that the acts of kindness that happen between people every single day – no matter how small they may seem – can play a huge role in shaping the culture of any organisation, workplace, or community. The small stuff is often the big stuff!

Prini Pithouse

Company Secretary, Associate General Counsel, Visa Europe

With over 25 years’ experience as a corporate commercial lawyer and governance professional, Prini is currently responsible for managing the independent Visa Europe Board; leading the European corporate, privacy, HR legal, and sourcing legal teams; and serving as a director of the Visa Europe Pension Scheme Board. Prior to joining Visa she was head of legal at Lloyds Banking Group. Prini is passionate about inclusion and diversity, mentoring several talented professionals within Visa and beyond. She also champions and participates in pro bono and volunteering initiatives, most recently giving her time to support the Royal Society of Arts.

“Prini is not only a leader but also a mentor, a coach, and a friend to many people inside and outside Visa. She inspires others to grow and learn from their experiences, providing constructive feedback and recognition. She is also a strong advocate for inclusion, diversity, and mental health initiatives, creating a safe and supportive environment for her team and colleagues. Prini is a role model of kindness in leadership, demonstrating integrity, collaboration, and innovation in everything she does.”

– Helen Mangan, Senior Assistant Company Secretary, Visa Europe

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness is not a soft skill or a nice-to-have. It is a human quality expressed through empathy, respect and consideration. It is also a strategic advantage and a core value that can absolutely enhance company performance. Model kindness from the top in interactions with employees, customers and stakeholders to embed it as part of the fabric of the way teams operate and interact. Recognise and reward kindness as a core leadership principle and provide teams with opportunities (however big or small) to encourage expressions of kindness, such as volunteering opportunities and embracing team recognition. Last but not least, provide initiatives where teams can benefit from support for employee wellbeing, mental health resources and employee assistance programmes.

Pete Wickes

General Manager, Worldpay 

With extensive experience in the world’s leading payments companies, Pete has been General Manager of Worldpay EMEA for four years, leading the team through rapid growth and expansion. He is a natural motivator who brings out the best in his 400+ colleagues. Committed to fostering an inclusive and diverse team, Pete is a valued coach and mentor in the industry, sitting on a number of boards within the Worldpay group of companies. He also serves on the advisory board of Pennies, the leading UK charity working to protect and grow micro-donations.

“Pete leads by example. His open communication and transparency with the team have built closeness and trust. This has impacted the culture of team EMEA and the way people behave, encouraging others to emulate the same behaviour. Pete is always recognising the efforts of the teams. This encourages other leaders in the business to do the same, which creates a positive and supportive work environment that people are happy to be part of.”

– Ariadna Puig, Business Analyst, Worldpay

What practical advice would you give to someone looking to embed kindness in company culture?
For me, it's important to really be yourself and to treat everyone with respect, humility and kindness. A culture in an organisation is not just when people turn up to work, it's when they are not at work, or when you can't see them and how they would talk about the company and people they work with. In my leadership, I have always put people at the start of everything we want to deliver. Having an inclusive and motivated team of people will ensure you deliver the best results for the clients and for the company you work for.

Patrick MacPherson

Senior FF&E Designer, AD Associates

Patrick is an interior designer and artist who has worked extensively on private residential projects for a number of acclaimed companies, with experience in London, Vietnam, and China. Aside from his interior design work, he has served as a volunteer for various projects, including Morning Gloryville, the global first sober healthy morning dance event, and African Revival, raising money to build schools in Uganda, Zambia, and Sudan. Patrick has also offered drawing and design tuition for colleagues and aspiring designers and artists in order to create the space for new opportunities and talents to emerge.

“Throughout Patrick’s work, he prioritises monitorship for less-experienced designers, believing that encouragement and creative design practice helps to bring out the best talents of each individual, and in turn supports a positive connection and morale between teammates. … He also spearheads initiatives that promote a positive and inclusive work environment, demonstrating his commitment to the wellbeing of the broader workforce. This leadership by example inspires kindness throughout the organisation, fostering a more positive and productive culture for everyone.”

– Truong Thi Bich Ngoc, Director, Uno Percento, JSC

What practical advice would you give to someone looking to embed kindness in company culture?
Try to offer work and help beyond the expectations of others. Always aim to uplift younger staff and teammates and to include their best ideas into project work. Try to find out a bit about others' heritage, home countries, and interests. Speak up if you see others being treated unfairly. Give constructive feedback by highlighting the positives and then offering gentle support for areas in which to improve. Observe if someone might have a possible personal challenge and be lenient and understanding when such things are apparent. Encourage self expression rather than rigid conformity. Try to keep a good sense of humour and not be too serious. Encourage team members to let you know where they see improvement opportunities in an organisation and offer support and understanding to implement their requests where possible. Try to put yourself in others' shoes.

Oliver Niemiec & Iona Lovell

Senior Distribution Analyst, BBC , Commercial & Business Development Executive, BBC Studios

Passionate about supporting and developing others, Oliver and Iona, Co-chairs of the BBC’s Young Talent Network, selflessly volunteer their time to lead the creation of an inclusive, progressive, and career-focussed culture for all 6,000 employees under 35 at BBC. Together, the pair have driven a record increase in network membership. Oliver graduated from the BBC’s Chartered Manager Degree Apprenticeship and now mentors other apprentices, in addition to his day job in BBC Distribution. Iona, a Commercial & Business Development Executive at BBC Studios, has united young, diverse colleagues through regular community and charitable events.

“Oliver and Iona’s tireless dedication to supporting and developing under 35s across the BBC is widely admired. Co-leading a 20-person Steering Group, Oliver and Iona consistently embody genuine kindness and contagious enthusiasm for empowering others to be their best! Facilitating a collaborative culture and inviting diverse opinions, the pair consistently include and enable others to lead with their ideas. The result? A positive impact across the organisation achieved via 27 annual events and offered tailored training to supercharge the careers of over 1,300 network members.”

– Chanise Evans, Senior Advisor, BBC

What practical advice would you give to someone looking to embed kindness in company culture?
Oliver Niemiec & Iona Lovell
Embody and lead with the actions and behaviour you’d love to see around you! Often, the behaviour of leaders is contagious and can spread among those around like ripples in a pond. The example you set may start a domino effect through the company, so make sure it’s a kind one!

Respecting, valuing, and rewarding each individual’s strengths is essential to building a company where kindness is embedded in its culture. Creating an environment of respect, empowers employees to act, lead and succeed in areas they feel confident and strong working in. It's also therefore important to help others find their strengths, especially where many are quick to self-criticise rather than self-promote. This work ethic and environment will fuel a kindness-first company culture, with support and respect at its core.

Nicola Pickup

EVP Supply & Operational Excellence, Infineum

Nicola has over 30 years of experience in the lubricant additive industry, starting as a chemical engineer and serving in several leadership roles. Believing that a truly diverse company only comes when you have an inclusive culture, she drove inclusion and diversity across Infineum. She is now accountable for the company’s global manufacturing, supply chain, and procurement operations, leading over 1,000 colleagues and maintaining an inclusive approach to addressing challenges across the business. She also volunteers as the chair of a local charity supporting Gypsy, Roma, and Traveller communities.

“Nicola’s purpose is to make a difference by embracing diversity and driving change, and she has tried to live by this approach throughout her career. She aims to create an environment where colleagues feel safe and valued to enable them to deliver to the maximum of their abilities. Nicola established and drove the global inclusiveness and diversity agenda across Infineum. She also established the STEM outreach community to help school children understand more about what a career in STEM would be like. She is a perfect combination of a professional technologist and compassionate leader.”

– Lalit Johri, Former Professor, University of Oxford

What practical advice would you give to someone looking to embed kindness in company culture?
As a leader, you need to understand your purpose and be true to it – authenticity is so important. Be aware that your approach to leadership can make a difference. Consciously lead by example, being open to sharing your experience – the positives and the challenges, and what you learnt from them.

Be prepared to be different, it can sometimes be scary and lonely but by understanding your purpose, the ‘why’ behind your actions, it can help you on the more difficult days and keep you focused on the change you want to see.

Finally, be patient and resilient, true change doesn’t come overnight. There will be good days and bad. Recognise the small wins on the journey and openly recognise and reward others who embrace the new ways of working.

Nicki Wakefield

Global Clients & Industries Leaders, PwC

Nicki has 30 years of leadership and consulting experience across the USA, South East Asia, China, Australia, and the UK helping leaders drive sustainable business outcomes that are human-led and tech-powered. She is currently on the PwC Global Board Management Team, responsible for client services delivered by 330,000 people globally. Nicki is also a leader on PwC’s Global Financial Services Leadership team and is a passionate contributor to global issues relating to climate change, sustainability, and the SDGs. She is passionate about serving her community and is a committed mentor to young women both inside and outside of work. 

“I have had the pleasure of knowing Nicki from the day she started at PwC. She is an inspiration and a model for compassionate leadership, and her leadership style is a masterclass in balancing the rigours of business with the principles of kindness, making her not just a leader but a mentor and friend to her team. … By embodying the principles of kind leadership, she has created a workplace where empathy, compassion, integrity, gratitude, and community are not just ideals but daily practices.”

– Peter Brown MBE, Global Workforce Leader, PwC

What practical advice would you give to someone looking to embed kindness in company culture?
To embed kindness in your company culture, start by modelling kind behaviour as a leader and ask your leadership teams to join you in modelling these behaviours. Encourage open communication to ensure everyone feels valued and heard. Implement policies that promote balance, recognise personal achievements and reward kind behaviour. Create peer recognition programmes to celebrate acts of kindness. Offer training and development on empathy and emotional intelligence. Foster a supportive environment where team collaboration and mutual respect are prioritised. Finally, regularly seek feedback to ensure that the culture of kindness is genuinely felt and practised throughout the organisation.

Natasha Makhijani

CEO, Oliver Sanderson Group

Natasha is CEO of the executive search firm Oliver Sanderson, Founder and Director of the digital recruitment platform Snapp, and Co-Founder of B.L.A.C., a charity established to address issues related to D&I in the business world. Her key responsibilities include leading the Oliver Sanderson executive search team, driving growth and innovation, building an inclusive culture, fostering relationships with clients and partners, providing thought leadership and advocacy in the D&I space, and ensuring that her company is delivering high-quality services to its clients.

“Natasha embodies kindness in leadership by empowering others to achieve success together. She is consistently generous with her time to colleagues and the wider sector, supporting a range of D&I charities and networking initiatives. She has a passion for watching her people develop rewarding careers, while fostering connectivity and a sense of inclusion within her teams. One of the hallmarks of Natasha’s leadership is her exceptional employee retention rates. Her commitment to fostering a supportive and inclusive culture has not only attracted top talent but also retained it.” 

– Donell Waysome, Operational Support, Oliver Sanderson Group

What practical advice would you give to someone looking to embed kindness in company culture?
Embedding kindness into a company culture requires intentionality, consistency, and leading by example. I would recommend making kindness a core value in your mission statement and ensuring this is reflected in policies and practices. If you lead with kindness and empathy, for example by practising active listening and supporting the wellbeing of your employees, then you begin to embed that culture within your organisation. Foster an open, supportive environment where employees feel valued, and celebrate their successes. Recognise and reward acts of kindness to encourage similar behaviour. Similarly, make sure to address unkind behaviour and bullying promptly so everyone knows what is acceptable and unacceptable. Ensure that your company has clear policies and procedures for handling such issues. By integrating these practices, kindness becomes a fundamental part of a company’s DNA, enhancing employee satisfaction and productivity.

Mark Whitehead

Managing Director, Accenture

Since joining Accenture, Mark has become a sought-after mentor and advisor for people of all levels and functions, driven by his ‘human approach’ to work and life, as well as his focus on wellbeing – for teams and individuals. By empowering those around him, he not only delivers outstanding business results but also drives confidence and motivation in his colleagues. He is the Wellbeing lead and Executive Sponsor for Mental Health at Accenture UK. In less than two years at the firm, Mark has become a gentle force for good across the entire organisation.

“Mark embodies kindness in leadership through the time and focus he gives others. His personal experiences and empathy allow him to build connections across all parts of the company, changing the tone and environment of the executive groups on which he sits, promoting respect and fairness whilst acknowledging the strain that we are all under day-to-day. His ability to forge connections has also brought the company into new partnerships, showing others that authenticity is not just a personal trait, but something that can drive business value.”

– Linda Nicholson, EMEA Marketing Operations Delivery Lead, Accenture UK 

What practical advice would you give to someone looking to embed kindness in company culture?
On an organisational level: kindness is much harder to measure than profit and loss, but we can all change our approach to feedback and ask people to tell us whether their manager or people lead provides them (and others) with care and support. Create a scale and ask people for a score and specific examples. Then do the same for listening. Embed both measures into promotion criteria and pay/bonus awards to drive lasting behavioural change.

On an individual level: always try to ‘give away the centre’ – approach every situation (or meeting) by asking what the other person wants from the interaction. Then build your agenda around that. Secondly, most people listen with an intent to reply. I’ve had much more success in listening with an intent to understand, as hard as it might be on my ego.

Marco Donzelli

Global CEO, HLB International

As the CEO of global advisory and accounting network HLB, Marco has led the organisation to a new era of growth, innovation, and excellence. He is a champion for diversity and inclusion in the workforce, as well as an advocate for workplace flexibility and sustainability. In addition to his role at HLB, Marco is a mentor for technology start-ups at Cambridge Judge Business School, Barclays, and Techitalia, showcasing his passion for supporting the next generation of entrepreneurs and leaders. He leads by example, demonstrating the importance of collaboration and empowerment for individuals to thrive. 

“Over the years, Marco’s leadership has brought exceptional growth to HLB through his strategic foresight and emphasis on innovation. His leadership style enables individuals to feel empowered, valued, and included, allowing an entrepreneurial spirit to flourish. By encouraging input from all levels of the organisation, Marco ensures that diverse perspectives contribute to the strategic direction, fuelling innovation and adaptation to changing market trends. This holistic approach builds a cohesive and forward-thinking workforce, ready to tackle challenges and seize opportunities.”

– Marina Kooijmans, Chief People Officer, HLB International 

What practical advice would you give to someone looking to embed kindness in company culture?
Executive leaders and board members should not only be role models but also the main forces behind creating a kindness culture, showing full commitment to the rest of the organisation and being clear on the reasons why kindness should be a crucial part of the company culture. In addition, they should show kindness for instance by addressing conflicts with empathy, showing vulnerability, promoting recognition and fostering trust and openness.

At the beginning, it is possible that not all individuals in the company will understand the concept of kindness and its relevance to company culture. Asking for a complete buy-in from the start is probably not realistic, therefore a key step should be to identify a group of individuals – across functions – who are enthusiastic about enriching the company culture with kindness. Backing this group and working with them on sets of initiatives and tools – both at central and intra-company communities’ level – will increase the likelihood of success. On this note, a first step should be to define some tangible, simple and clear metrics and relevant objectives, both short and long-term.

On a more practical level, an action which would be relatively easy to implement could be the showcase and exchange of best practices around kindness at various company gatherings, on a peer-to-peer basis. It is in fact easier to learn from practical peer-experience. This could include talking about the success and failure of kindness initiatives and discussing takeaways in an open and transparent fashion.

Finally, a roadmap should be designed for various categories of individuals within the company. Additional practical support throughout the roadmap could be in the form of learning, mentoring and coaching – for instance on how to handle difficult conversations.

Madeleine Murphy

Managing Director, CMT UKIA, Accenture

At Accenture, Maddy works as part of an executive client account team for a major global media company, as well as serving as the people lead for Comms, Media, and Technology (CMT). She passionately champions people and diversity, driving change directly in her own accounts and teams, and in the CMT leadership team. Maddy is also involved in her local community, where she advocates for better understanding of special education needs in schools following her own son’s diagnosis.

“Maddy leads with integrity, tailors her approach to get the most out of each individual, and embodies positivity in our firm. She brings her leadership skills to the people agenda at three levels: 1) investment in individuals at all levels of seniority 2) driving diversity and collaboration across the many teams she leads, and 3) heading up people initiatives across a 5000+ strong community, including learning festivals, health and wellbeing initiatives, charity days, and community events.”

– Matthew Cooke, CMT Client Group Lead UKI, Accenture

What practical advice would you give to someone looking to embed kindness in company culture?
Lead with integrity. See individuals and tailor your approach – everyone is different and has different life circumstances and journeys. Invest your time – really take time to support those coming through, help them see their strengths, help them understand how to work on a development point, and help them navigate different career options. Speak up – drive diversity and collaboration, connect people but, most importantly, use your voice to call out where changes are needed for true belonging.

Lynne Peabody

CEO, EY Foundation

Before becoming the EY Foundation’s CEO, Lynne was a member of the leadership team, with responsibility for the charity’s strategic partnerships and collaborations, the diversification of income streams, and expanding work with employers. Lynne has supported the charity to raise over £4m in independent funds and scale its reach to over 20,000 young people. With over 15 years’ experience in social change and sustainability, Lynne has developed award-winning community programmes, sustainability initiatives, and NGO partnerships with companies as diverse as Hogan Lovells and Kuoni.

“Lynne’s driving, unerring passion to make a positive difference transcends all aspects of her work. Impact never ends with a new report or plan; it is all about action on the ground and creating meaningful change. Lynne leads by giving her team an inspiring vision of the future she wants to build, creating change through a highly collaborative, empathetic approach – empowering those around her to take responsibility and ownership for developing new ideas and new initiatives.” 

– Rebecca Robins, Global Advisor and Expert on Brands, Culture & Leadership

What practical advice would you give to someone looking to embed kindness in company culture?
You need to remember to be kind to yourself. You won't always get things right or handle every situation perfectly. Learn and move on, rather than beating yourself up repeatedly. The small things stack up, simple greetings and check-ins, along with thank yous go a long way. From the security guard and the cleaner to your leadership team, say hello to everyone and take a genuine interest in how they are.

Be honest and show your vulnerability. There will always be a hierarchy in organisations but being open and acknowledging when you have tough things going on personally encourages others to do the same – and it makes you more approachable. I have been very open about various failed pregnancies and the toll this took. By sharing I've been able to support others and I hope to help in some way.

I also keep back a day of annual leave each year for myself. If I feel myself slipping into a grumpy or more impatient human being then I use it as a reset day to recharge my batteries and approach. This goes back to being kind to yourself. You can't be an authentic, kind and focused leader if you're burned out.

Lynda Thwaite

Head of Brand and Communications

A purpose-driven leader with over 25 years of experience in the public and private sectors, Lynda recently joined Carpenters Group to oversee brand, marketing, and communications for the insurance and legal firm. In her previous role as Director of Brand, Communications, Marketing, and Proposals at Sir Robert McAlpine, she led a team that transformed the company into a modern, progressive organisation. She served in leadership roles for social impact and the firm’s gender, ability, and LGBT+ networks. Lynda is also on the board of the social enterprise The People’s Pool, creating a lido for the Merseyside community.

“Lynda’s personal tagline is ‘persistently positive’, and she lives that value every day. Her positivity keeps people going when times are tough and encourages others to continue the everyday fight for inclusion, which can sometimes feel like a thankless task in the male-dominated construction industry. Lynda is authentic in everything she does and oozes kindness and care for her team members, affinity network members, suppliers, and beyond. She makes sure everyone feels welcomed and supported, and that is rewarded by a team that goes the extra mile to achieve positive cultural change.”

– Sharon Slinger, Director, Constructing Rainbows Ltd.

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness isn't about being nice. It is about genuinely caring for and thinking of others. Kindness in leadership is being considerate. It is often about challenging when the behaviours you see don't support inclusion, fairness and kindness. Being kind can require you to be tough. I love the phrase 'do no harm, take no sh*t!'. To embed kindness you will need to support people, or the business, to change. Change takes time and persistence but, above all else, it requires you to lead by example. Let the impact of your kindness be the best lesson for others. Kindness is contagious.

Lucy Yurek

Group Head of Communications, Rio Tinto

Lucy joined Rio Tinto in 2022 with a remit to improve external trust and aid culture transformation. She leads a diverse global high-performing team responsible for media and financial communications, campaigning and digital and social media, employee communications, business partnering, and brand. Her colleagues consider her a role model and feel safe, valued, and empowered under her leadership. Lucy previously spent 13 years at HSBC in various communications leadership roles helping to deepen stakeholder and employee engagement. She began her career at FTI Consulting and worked for Marks & Spencer Plc.

“We work in a tough industry, not known for creating psychological safety or empathy. Lucy fosters both, and she also has courage, resilience, a continuous improvement mindset, and sense of fun. She brings out the best in all of us, creating a safe and creative environment for us to thrive. We now have a belief that we can do anything. The business results in both internal and external reputation speak for themselves – from improving the way our investors and partners see us, to improving people engagement and satisfaction scores.”

– Jess Lonsdale, Group Head of Employee Communications, Rio Tinto

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness is one of the most powerful tools we have as humans, colleagues and leaders. When you hear ‘kind’ you might think ‘nice’ – but kind in a corporate context is really about being clear about expectations; open about possibilities; inclusive of diverse thinking and situations, and fair about how you give feedback and recognition. I find those things are easier to talk about at work than ‘kindness’ and essentially add up to far better outcomes.

Liz Northeast

Senior Vice President, EMEA, FUGA

With a career spanning more than 20 years, Liz’s contribution to the music industry is significant and enduring. Joining B2B music distributor FUGA as Client Relations Director in 2021, Liz progressed within a year to become General Manager UK and within two years to Senior Vice President of EMEA. Establishing company-wide initiatives and acquiring groundbreaking clients, Liz was pivotal in FUGA’s meteoric UK growth, with staff tripling in number. Committed to mentoring women in leadership, Liz takes an active role in bringing FUGA closer to organisations that encourage change and diversity.

“Liz has curated a legacy within the music industry shaped around her core principles of connectivity, mentorship, and advocacy for mental health and wellness. The impact of Liz’s leadership style, at FUGA as well as companies such as AWAL and The Orchard, is unsurpassed; she’s forged a reputation as a leader who embodies all principles of kindness and empowers her colleagues and peers to excel. Her management style has impacted the women who work alongside her, supporting their growth as leaders of today’s music industry.”

– Melissa Coster, Brand & Communications Manager, FUGA 

What practical advice would you give to someone looking to embed kindness in company culture?
True kindness, in life and in leadership, stems from authenticity and empathy. As you develop in life and your career, always carry your authentic self with you and always lead from a place of empathy. Take the time to really listen to others and understand differing points of view. Consider how you can support and amplify others so their voices may be heard. Remember to show kindness and take the time for people at all levels of your business – the intern is just as important as your next in command, and making room to engage with those coming up in the organisation will have a huge impact on them. Most importantly, create space and time to practise kindness to yourself. As women in particular, we all work incredibly hard, often putting undue pressure on ourselves to lead at home and at work. To be a true role model and a beacon of kindness is to also put ourselves first.

Liz Cox

Partner, KPMG

Liz joined KPMG in 2003 as a graduate and progressed to partner in 2021. Her team members and peers celebrate her approachable leadership style and recognise her as an outstanding advocate for the development of others. Liz co-founded KPMG’s Accelerate programme, which develops junior female talent progression, creating change, excitement, and real promotion outcomes for participants. Liz actively seeks opportunities to coach diverse talent and support individuals on their own promotion journey. She is the Culture Lead for the Insurance Audit team and is a proactive sponsor of the Financial Services IDE workstream.

“Throughout her career Liz has taken accountability for developing others. She ensures that colleagues know she is always available to guide them in resolving any issue, whilst using coaching to allow junior talent to learn. She exemplifies the value of ‘together’, ensuring she practises empathy and understanding to all. Liz demonstrates excellent emotional intelligence and creates a psychologically safe environment where colleagues raise their insecurities or questions, whilst knowing they are valued and listened to.”

– Tom Tyler, Head of Insurance Audit, KPMG UK

What practical advice would you give to someone looking to embed kindness in company culture?
For me, kindness in business comes most naturally to people with high emotional intelligence. People who take an interest in others, are empathetic and have a strong sense of what’s right.

Emotional intelligence becomes increasingly important in an ever-more diverse workforce. And it can be learnt. But once learnt, it needs to be applied.

The first step in building emotional intelligence is self awareness. In today’s working world it’s critical to give everyone an opportunity to reflect on themselves. There’s a huge number of psychometric tests available to help even the most stern, forthright leaders understand where their natural preferences sit on a range of potential personalities. Those insights are so critical in supporting people to understand how their behaviours impact those around them. Only with self awareness can leaders challenge themselves to lead with kindness and recognise how they get the best out of every individual working with them.

Lisa Ardley-Price

Managing Legal Counsel, Commercial & Institutional Banking, NatWest Group

With over 15 years’ experience in legal and financial services, Lisa is currently Managing Legal Counsel at NatWest and drives diversity, equity, and inclusion initiatives as Global Co-Chair for NatWest’s Gender Network. She co-leads a team of 18 while overseeing nine committees, ten regional boards, and eight specialist strands with 9,000 members and 400 volunteers. A certified coach, Lisa mentors young people and entrepreneurs, empowering underrepresented groups to overcome barriers to success. Her contributions exemplify leadership, advocacy, and a commitment to personal and professional growth.

“Lisa exemplifies kindness in leadership with her giving, caring, and compassionate demeanour. As Chair of the education charity Be Kind Movement, she nurtures empathy and inclusivity, cultivating a supportive and understanding culture. Despite her role as a full-time working mother to two young children, Lisa’s leadership remains steadfast, encouraging others to prioritise kindness and empathy. Her approach significantly enhances team morale and dynamics, while also yielding tangible business benefits by fostering collaboration, creativity, and a profound sense of belonging among team members.”

– Sarisha Naidoo, Consultant & Coach, Navigate Life Coach

What practical advice would you give to someone looking to embed kindness in company culture?
For me, kindness starts with listening; listening to truly understand a person, their needs, goals and also their accomplishments. It’s about celebrating and advocating for others. It’s asking what the individual requires and using your skills, knowledge or network to help them.

Everyone is capable of a single small act of kindness. To embed kindness within an organisation means inspiring and empowering each and every person to do one small thing to pay it forward to another. If you can inspire just one person to take action, it will have a ripple effect.

Importantly, in a world of rapid change and increasing uncertainty, we must not forget to be kind to ourselves. So it’s also about empowering every individual to acknowledge and address their own needs – including asking for support. Within an organisation this means working together to create a culture where people are empowered to be more honest, authentic and inclusive across all levels.

Liam Florey

Director of Operations, W1 Construction

Liam has redefined leadership within the construction sector, steering projects at Mace, Bouygues, Carillion, Lodha, and now W1 Construction. His deployment of innovative technology in the landmark No 1 Grosvenor Square during the pandemic exemplified resilience, ensured seamless progress, and safeguarded health. His pivotal role in the Audley Square development further cements his stature as a strategic visionary, advancing industry standards. Forward-thinking and committed to excellence, Liam is shaping the future of construction with ingenuity and integrity.

“In a sector often seen as steadfastly traditional, Liam shines as a beacon of progressive leadership. His dedication to cultivating a culture of diversity and encouragement, particularly in championing the advancement of young talent and women, mirrors a deep-seated commitment to kindness and inclusivity. Employing empathy, careful listening, and a supportive attitude, he creates an environment that not only values but also celebrates each team member’s unique contributions.”

– Tej Barde, Development Manager, Valouran

What practical advice would you give to someone looking to embed kindness in company culture?
I sometimes wonder if there is an aversion to kindness with companies or people incorrectly associating it with complacency, or concern around it leading to being on the 'wrong side of the line' with exploitation risk.

Without exception, I believe that genuine competency and comfortableness within those settings and promoting company culture leads to everyday kindness. It's ultimately one of the most obvious, intelligent, multiplying, and rewarding attributes of any business or team.

Keryn Jalli

Community Safety Manager, Cambridge City Council & Non-Executive Director, Jigsaw Homes Group

In her two years with the Cambridge City Council, Keryn’s impact has been profound. Leading the Community Safety team, Keryn has managed the response to Ukrainian refugees, has fought passionately for those experiencing domestic abuse, has championed the highly successful Street Aid campaign, and has represented the council on the national District Councils Network. She works closely with local partner agencies with the vision of a safe and inclusive Cambridge, and she passionately empowers her team to be successful, both in and out of the workplace.

“Keryn is an authentic leader and has built a culture within her team where people can be themselves. Knowing the importance of having a Community Safety team that reflects the diversity of the city it serves, Keryn leads a team that ensures everyone is represented and celebrated for who they are. She shows true leadership and is not afraid to address situations that challenge this culture. Crucially, everyone wants to work for Keryn.”

– Nathan Chapman, Asylum & Refugee Project Manager, Cambridge City Council

What practical advice would you give to someone looking to embed kindness in company culture?
We all have the capacity to be kind – we just have to choose to be.

Embedding kindness into company culture is about being intentional in how you approach work: taking time out to chat with colleagues; listening to their views and perspectives; valuing what they bring to the table; being inclusive; and being mindful of how you deliver key messages -– particularly the difficult ones. The little choices we make matter just as much as the big ones, and they all contribute to our company culture.

Kindness, authenticity and inclusivity create a safe environment where teams can thrive. They're catalysts for positive outcomes and make weathering any storm more manageable.

Kemi Bolarin

Head of Treasury – Europe, GXO Logistics Inc

Kemi is a recognised leader in treasury transformation initiatives and driving process improvement, winning Treasury Today’s 2023 Woman of the Year EMEA. She has a passion for technology and is building her team at GXO Logistics to take the company’s treasury operations into the digital age. Kemi is also Treasurer Trustee and Dean of Career Nuggets Academy, a social enterprise and career support hub that aims to develop workplace excellence in the BME community. Since 2015, she has been a volunteer and mentor for Inspiring the Future, broadening the educational horizons of children and young people.

“Kemi has earned a reputation for inspiring, motivating, and empowering individuals. Through fostering meaningful connections, she has proven the significant value that women bring to any organisation. As a British-Nigerian woman in the workplace, Kemi understands the struggle many corporations face as they seek to address issues of diversity, inclusion, and gender equality, and the lack of representation at senior levels. With her determined spirit, she uplifts others and breaks down barriers, fostering diversity and inclusion in the workplace while igniting change and inspiring the embrace of collaboration.”

– Meg Coates, Publisher & Head of Operations, Treasury Today Group

What practical advice would you give to someone looking to embed kindness in company culture?
To embed kindness in company culture, lead by example: demonstrate empathy, practise active listening, and acknowledge contributions. Encourage open communication and create an environment where colleagues feel safe expressing their thoughts and concerns. Celebrate acts of kindness. Implement supportive policies that prioritise employee wellbeing, such as flexible working arrangements and mental health resources. Foster team-building activities that promote collaboration and mutual respect. Encourage managers to provide constructive feedback in a compassionate manner and to acknowledge employees' hard work and achievements regularly. Create programmes that give back to the community, allowing employees to engage in acts of kindness outside the workplace. By integrating these practices, kindness will naturally become a core value, reflected in everyday interactions and decision-making processes, ultimately leading to a more positive, productive, and inclusive work environment.

Keith Breslauer

Managing Partner & Founder, Patron Capital Advisers

As MD and founding partner of real estate fund Patron Capital, Keith puts social good at the heart of every business decision. He established the Patron Charitable Initiatives to connect the business community with those who would otherwise struggle to gain access. In 2020, he oversaw the creation of Patron’s Women in Safe Homes, a social impact fund designed to address the lack of affordable, safe homes for vulnerable women, setting a precedent for socially responsible property investment. He is also Trustee of the Royal Marines Charity (RMA-TRMC) and Chairman of the Prince’s Teaching Institute (PTI). 

“Keith leverages his position as leader of a successful business, offering up his resources, expertise, and financial support for charitable causes, and inspiring others to embrace philanthropy, fostering a culture of kindness and generosity… He epitomises kindness in leadership, working to drive social good and spearheading initiatives that transcend conventional business boundaries. His commitment to social impact sets a high standard for leadership within Patron, the property sector, and beyond.”

– Emma Kane, CEO, SEC Newgate

What practical advice would you give to someone looking to embed kindness in company culture?
Lead by example – demonstrate through actions across the team to drive positive change across all communities where we interact. Provide key pastoral care across the team to drive a team with high integrity, humility and cheerfulness in the face of adversity.

Katy Granville-Chapman

Deputy Head, Wellington College 

Katy is Deputy Head of Wellington College, Associate Fellow of the Oxford Character Project, and a Doctoral Teaching Fellow at Oxford University’s Department of Education. She is the co-author (with Emmie Bidston) of Leader: Know, Love and Inspire Your People, which was shortlisted for the Business Book Awards Leadership Book of the Future. She is the co-founder of Global Social Leaders, a movement of young people in 105 countries who design and lead social action projects that make a meaningful change in their communities. Katy is a former British Army Officer and holds a DPhil that focused on leadership and flourishing.

“Katy is an inspiring leader whose enthusiasm and encouragement energise those she works with. She is unfailing in asking how others are doing and offering support to those around her. She epitomises kindness and generosity in leadership and is a thoroughgoing team player, open handed in the way she will share time, energy, and contacts. Katy is also an incredible letter writer – my drawer is full of short notes expressing gratitude or offering encouragement.” 

– Edward Brooks, Executive Director, Oxford Character Project, University of Oxford

What practical advice would you give to someone looking to embed kindness in company culture?
We have kindness as a value, which has been really helpful. We conduct values-based assessments as part of our recruitment for all roles; we celebrate kindness through values nominations, and we try to encourage kindness wherever we can.

Karma Bertelsen

Marketing Strategy Director EMEA, FUGA

At Downtown-owned FUGA, Karma specialises in marketing and client partnerships. In her award-winning career, she has worked with some of the world’s biggest artists across chart-topping campaigns, from Ed Sheeran and Craig David to the Red Hot Chili Peppers and Björk. An advocate for diversity, her work has seen her inducted into the Music Week Women in Music Awards Roll of Honour and SheSaidSo’s Alternative Power List. Karma creates and shares resources while actively mentoring in her spare time and volunteering across several initiatives, including Safe Gigs for Women.

“Karma is dedicated to empowering and fostering inclusivity in the workplace and the wider industry. As a mentor and advocate for underrepresented individuals, she has earned a reputation for trustworthiness, support, and generosity. Her leadership style, combined with her compassion and willingness to assist friends and colleagues, cultivates an environment at FUGA where everyone feels valued and heard. Karma’s efforts span various initiatives, including DE&I, work-life balance, pregnancy, and creating safe spaces.”

– Melissa Coster, Brand and Communications Manager, FUGA

What practical advice would you give to someone looking to embed kindness in company culture?
A kind culture doesn’t happen by accident, and while leaders need to take responsibility for designing it, we can all be a part of it. Start by leading with kindness yourself. Show genuine interest in your colleagues' wellbeing and mentor them to build trust. Make a habit of listening actively and responding with empathy. Even when giving tough feedback, keep your approach kind and constructive. Actively work to eliminate toxic behaviours and environments. Encourage bonding through everyday acts of concern and celebration. Recognise and reward acts of kindness to reinforce positive behaviour. Encourage everyone to pay kindness forward, both within and outside the company, and practice gratitude daily to cultivate a positive atmosphere.

Karen Howes

Founder & CEO, Taylor Howes Designs

Founder and CEO of interior design studio Taylor Howes, Karen is a serial entrepreneur, philanthropist, and passionate advocate for excellence in business and personal relationships. Alongside her industry reputation, Karen is highly regarded for her charity work. A proud advocate for improved awareness of children’s mental health, she is the deputy chair of the Place2Be development committee, and she recently formed the charitable initiative Rest Nest, working with hospitals throughout the UK to transform staff break room facilities on their wards.

“The company’s core values – kindness, honesty, and passion – are the heart of Karen’s leadership, stemming from her belief that kindness is key to every human interaction and directly impacts our success in business. Remembering the smallest, seemingly insignificant details of everyday life, Karen is the first to congratulate, commiserate, and take a genuine interest in her employees and their wellbeing. Karen has also long been a champion of women in design, guest lecturing and mentoring new designers.”

– Jane Landino, Creative & Design Head of Studio, Taylor Howes

What practical advice would you give to someone looking to embed kindness in company culture?
I believe that kindness is never wasted. It has taken a long time for me to fully appreciate and understand what this means, but whether it’s paying it forward or ‘killing with kindness’ and not ‘going low’ as (the great) Michelle Obama would say, it’s been the backbone and greatest strength of our business. Practical advice would be to lead by example, model kindness at the very top, move quickly to eliminate toxicity or employees who don’t prescribe to your company culture, it’s more beneficial in the long term. Reward kindness, take time to listen to people at all levels. As a senior figure in the business, showing fearlessness but also vulnerability, I share my own personal and professional story, details and all, with all new starters. It breaks down a barrier, shows we’re all human, but also helps underpin why I lead with passion, kindness and honesty. Ultimately, kindness costs nothing, but can change everything.

Josh Krichefski

CEO EMEA & UK, GroupM

Josh manages business strategy, operations, and growth for GroupM, the leading media investment organisation across EMEA and the UK. He is known within the industry as a champion for cultural change and mental health awareness. As a trustee of The Transformation Trust and Futureversity, he advances career development opportunities for children from underprivileged backgrounds by developing soft skills and self-esteem. He is also a founding member of the MS Society Appeal Board and in 2022 was nominated to serve as President of the Institute of Practitioners in Advertising (IPA).

“Since taking on his role at GroupM, Josh has used his voice to champion mental health support, created spaces of psychological safety for employees, and used his own mental health experiences to encourage vulnerability and reaching out for help if needed. Josh’s transparency and openness transcends mental health, and as a leader he chooses to lead with authenticity, sharing his honest thoughts and opinions and always pushing for GroupM to be as transparent as possible with employees.” 

– Leila Siddiqi, Director of Diversity, IPA

What practical advice would you give to someone looking to embed kindness in company culture?
Exhibiting kindness should be a given in any environment, it goes hand-in-hand with respect. These are qualities I expect everyone at GroupM to uphold and are attributes I pride myself on using to help lead our teams. This is best embedded through creating clear parameters and expectations, and celebrating differences to create an environment of psychological safety. At GroupM we create boundaries to allow our people to do their best work, and then switch off, as we know that work is just one facet of life. We also have a zero-tolerance policy to any negative behaviour, and we celebrate and champion diversity of thought, experience, and background through having inclusive employee-led networks at the heart of our business, to make sure everyone feels represented. Wellbeing is a strong focus, and we have a network of Mental Health Allies as well as wellbeing resources for all employees to access.

Joanne Hindmarsh

Head of Digital Advisory, Capita

Passionate about using quality data to drive positive change, Joanne has over 20 years of experience in and around contact centres, delivering cost savings, team development, and industry-standard innovation. At BT, she led the design and build of an award-winning consumer journey analytics model and served in a variety of roles, spanning service excellence management, business intelligence, and AI. She now leads digital advisory for one of the largest IT organisations in the UK, maintaining her commitment to people-based services and supporting others to succeed.

“Joanne is a beacon of kindness and support within our team. Her approach to leadership goes beyond professional interactions; it’s deeply rooted in genuine care for the team’s wellbeing and growth. Her unwavering commitment to sharing information transparently, even against directives, demonstrates her belief in honesty and trust as foundational pillars of a strong team. Her support extends to understanding our personal lives, which has fostered a culture of empathy and respect. This environment has uplifted our team spirit and has translated into tangible success.”

– Rhiannon Lawson, Digital Transformation Consultant, Capita Public

What practical advice would you give to someone looking to embed kindness in company culture?
As with any culture you want to foster, it must start with leadership modelling behaviours. In this case, empathy and genuine concern for employees' wellbeing. Implement policies that promote work-life balance and welfare. Recognise and reward acts of kindness, however small, to reinforce their importance. Regularly solicit and act on colleague feedback to show that their voices matter. Ultimately, kindness should be integrated into the company’s values and mission statement, ensuring it's a core part of every business decision and interaction.

Jo Shiner

Chief Constable, Sussex Police

Jo has worked in policing for over 32 years, becoming Chief Constable of Sussex Police in 2020. She has challenged and reformed cultural standards across the service to improve trust and confidence. By prioritising female empowerment, she has increased female representation in Sussex to 37% of police officers. This commitment echoed in her spearheading the relaunch of the police’s women’s network and fostering an environment where men are allies in support of women’s achievements. Jo is also a trustee for the Road Safety Trust, working to support projects and research to make roads in the UK safe.

“Jo is an exemplary leader. She recently publicly apologised to the LGBTQ+ community for past homophobic prosecution. This ethos, instilling trust and confidence, means that nationally Sussex Police has the highest representation of LGBTQ+ officers. Jo also created the role of the first, and only, Chief Officer for Trust and Legitimacy in UK policing. Her passion to change policing culture is also evident in her recently released anti-racist statement. She is honest and transparent in her decision making and can be trusted to make changes.”

– Georgina English, Equality, Diversity, and Inclusion Police Sergeant, Sussex Police

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness can be embedded in so many different practical and meaningful ways in the culture of an organisation. For me, kind leadership means listening, caring, empathising, being honest and making difficult decisions with transparency and fairness. Some people confuse kind leadership with weak leadership and yet that could not be further from the truth. Knowing what motivates, and inspires others is critical. Kind leaders listen extra hard when speaking with a person whose perspective differs from their own, and they hear them.

Jas Schembri-Stothart

Co-Founder, luna

Jas is one of the co-founders of luna, an anonymous health and wellbeing app for teens that gives reliable, judgement-free advice. She feels strongly about empowering all women and those assigned female at birth with factually accurate information and options about their bodies and health so that they can make informed decisions. Jas is well-respected and looked up to, not only by the team but also the thousands of young girls who use the luna app every day. Always leading with empathy and compassion,  Jas also volunteers as a school governor, giving back to students in her local area.

“Jas always checks in on the team to see how they are doing and how she can help them, both professionally and personally. She goes the extra mile with our teen brand ambassadors, who look up to Jas, by caring for them all and providing them with positive feedback wherever possible. Everything that she has been through in the past year – caring for her mum, running a startup, and getting married – has taken much resilience, which Jas has shown in bucketloads. Despite all of this, she is generous with her time and will always help where she can.”

– Jo Goodall, Co-Founder, luna

What practical advice would you give to someone looking to embed kindness in company culture?
It’s essential to remember that everyone is human – they have a life of their own, with lots going on, outside of work. So, being mindful of that in the way you speak, motivate, and nurture your team goes a long way. Recognise and reward others that share this value, especially those who carry the culture of kindness throughout your organisation.

Being empathetic and kind is often about leading by example. Proactively set the company tone, take action when something’s not right, and continue to show your organisation that there’s no tolerance for unkindness.

Finally, recognise that all interactions (whether that’s with someone internal or external) are on a level playing field. Don’t approach others through the lens of what they can do for me, instead foster an atmosphere of inclusivity, collaboration, and shared success.

James Timpson

Former CEO, Timpson Limited

James joined the family business in 1995 and managed the retailer group from 2002, first as Managing Director and then as CEO. His natural and dynamic leadership helped Timpson grow from 300 shops to over 2,000 and increased company profits with a turnover of over £330 million. More importantly, James helped to develop a culture of kindness in a business of almost 5,000 colleagues. Timpson is one of the largest employers of ex-offenders, and James served as Chair of the Employers Forum for Reducing Reoffending, as well as the Prison Reform Trust. 

“James appreciates that to run a successful business the wellbeing and happiness of his colleagues is of paramount importance. He’s very accessible, open, caring, and understanding, and colleagues within the business feel able to approach him when needed. He really believes that colleagues should be supported and encouraged to be the best version of themselves, and he puts all his efforts into creating a culture of kindness. Aside from creating a great place to work, this ethos has had positive financial benefits, which is evidenced by the company’s profits improving year-on-year.”

– Shernaz Engineer, Founder, Verity Appointments

Heather Buchanan

Co Founder & CEO, B4NZ

Heather leads a not-for-profit membership organisation that brings together banks, businesses, and regulators to support the financial sector’s transition to net zero in the UK. She uses her previous ten years in Parliament to enable cross-sector collaboration that delivers practical results. Bankers for Net Zero now has an impressive network spanning some of the largest banks in the UK, small sustainable banks, fintechs, building societies, and large corporates. This year, Heather was recognised as one of the 20 Trailblazing Women in Climate by Reuters and was shortlisted as Sustainability Leader of the Year by Business Green.

“Heather’s leadership style is orientated around creating a team mindset where all colleagues are more than happy to support each other in any capacity; this is essential in a small company. It is only through her own kindness, appreciation of hard work, and generosity inside and outside of the workplace that this environment has been cultivated. This extends outside of the company, which in turn has led to long-lasting and fruitful relationships between business partners and Bankers for Net Zero members.”

– Oliver Lattin, Project Officer, B4NZ

What practical advice would you give to someone looking to embed kindness in company culture?
As the CEO of Bankers for Net Zero, I have learnt that it is a core priority to embed kindness deep into our company culture. This involves creating an environment rooted in empathy, inclusivity, and social responsibility. We implement policies supporting flexible work arrangements, mental health resources, and continuous professional development. Encouraging open communication and collaboration ensures every voice is heard and valued. By championing sustainable and ethical banking practices, we extend our kindness beyond the company, influencing partners, clients, and the broader financial ecosystem. Through our workstream programmes and ongoing networking events, we aim to spread the kindness we've cultivated within Bankers for Net Zero, promoting a more compassionate and sustainable world. This holistic approach not only enhances employee wellbeing but also fosters a positive impact on society and the environment, aligning our business success with the greater good.

Dr Helen Thomason

Director of Medical Partnerships, Solventum 

With over 20 years’ experience in skin biology and wound healing, Helen is the Medical Partnerships Director for Europe, the Middle East, and Africa at Solventum, a recent spinoff of 3M Health Care. She holds a Ph.D. in Genetics, where her research focused on craniofacial and skin disorders caused by inherited genetic mutations, and went on to complete two post-doctoral fellowships in the field of wound healing before transitioning to industry. Helen has continued to publish whilst bringing a wealth of knowledge to commercial roles and leading teams working to improve wound care.

“Helen has attributes that I have not witnessed previously in my many years as a clinical person working in industry. From the onset, Helen made it clear that her priority is the team’s wellbeing – mental and physical. She has held true to this through challenges across a turbulent time of reorganisation in our company. We cover a large geographical area and work across many countries. Respecting everyone’s culture is vital to developing a cohesive group, and Helen has worked ceaselessly to join us together, providing opportunities to meet and share experiences and provide support to each other.”  

– Kathryn Topley, Medical Liaison Supervisor, Solventum

What practical advice would you give to someone looking to embed kindness in company culture?
I have always been fascinated by what makes a team successful. Kindness is at the heart of creating a positive team culture, and essential for the team’s long-term success. Embedding kindness within a culture begins with the leader. As a leader, I emphasise kindness within the team. Kindness starts with integrity – to me, this means doing the right thing, even when no one is watching. Regular team meetings fostering kindness and integrity are essential, where openness and honesty are encouraged, and team members are not afraid to show vulnerability. Although each team member may have their own goals, I emphasise that we only succeed as a team. We encourage the team to recognise when others need support, and stepping in to help others is rewarded. Living these values makes employees feel fulfilled and creates a culture where people are happier and more engaged at work.

Dame Susan Langley

Chair, Gallagher UK

With extensive experience in the public and private sectors, Dame Susan is currently Non-Executive Chair of Gallagher UK, Senior Independent Director for UK Asset Resolution, and Alderwoman and Sheriff for the City of London. A founding member of the Government’s Women’s Business Council, Sue received an OBE for services to women in business in 2015 and a DBE for public service and services to the financial services industry in 2023. She is an outstanding role model, delivering exceptional results and encouraging other women to reach their potential in a traditionally male-dominated industry.

“Sue is kind, encouraging, and inclusive, genuinely going out of her way to help others achieve things that she has the vision to see they can. She is hard working, inspirational, always has time for people and gets the best from them. She is particularly passionate about gender equality and social mobility, and importantly has the soft power and respect of her peers to break down barriers, smash through glass ceilings, call out injustices, and make a real difference.”

– Judy Hadden, Past Master, Company of Entrepreneurs

What practical advice would you give to someone looking to embed kindness in company culture?
Leading with kindness is understanding that we are all individuals. What’s important to one isn’t necessarily what’s important to others. It’s about treating people with respect and fairness. It’s about setting the destination and ensuring objectives are met, but not imposing your own way of doing things. It’s about flexing your style and having empathy for others and their own personal objectives and taking time to listen and understand. It’s about authenticity, delivery and inspiring a committed motivated team to feel they can innovate. Kindness is a strength. Leading is never about you, it’s about everyone else.

Dame Neslyn Watson-Druée DBE

Managing Director, Beacon Organisational Development

Executive coach and leadership development specialist Dame Neslyn has made significant contributions across the public, private, and third sectors. From her initial training as a nurse, she overcame prejudice and discrimination to become a senior leader within the NHS, excelling as a mentor and role model while developing training programmes that have contributed to the advancement of BME staff over decades. She has supported young people to move away from gangs and crime, and she donated funds to provide employment opportunities and establish the community station Colourful Radio. 

“Dame Neslyn’s embodiment of kindness is reflected in how she plays the role of connector and sponsor for Black women and people from minority groups. Her love-based leadership style, which she exemplifies through patience, empathy, and positive unconditional regard for everyone, has led to many people climbing higher up the career ladder and having a better life. … She has spent over 40 years empowering and developing women and people of colour to release their creativity, vision, and intelligence and to stand in their power.”

– Dr Jummy Okoya, Dean of the Office of Institutional Equity, University of East London

What practical advice would you give to someone looking to embed kindness in company culture?
Be a role model by showing and demonstrating kindness. Praise acts of kindness in teams and individually in private. Give back to individuals and organisations through mentoring, offering a helping hand, extending networks and working with charities. Build a supportive environment and integrate kindness in business operations.

Caroline Williams

Director, Oxford Saïd Online, Saïd Business School, University of Oxford

Caroline has dedicated her life and career to bettering women’s development and educational opportunities. During her 17+ years at Saïd Business School she has built and led three multi-million pound, highly impactful businesses and contributed to a host of women’s initiatives, including co-leading Oxford’s first professional women’s conference, launching the Women Transforming Leadership Programme, working with governments and NGOs to increase access to education, and supporting global initiatives such as WE Empower (UN Women).

“As a leader in executive education, Caroline continues to showcase the utmost respect and patience with her colleagues by nurturing their talent, listening to their issues, celebrating achievements, and providing strategic solutions to their problems. Her leadership style is infectious, and colleagues admire, respect, and are inspired by Caroline, and are grateful for her sharing her wealth of experience and knowledge in this challenging industry.”

– Kaur Kooner, Executive Administrator, Oxford Saïd Online, University of Oxford

What practical advice would you give to someone looking to embed kindness in company culture?
Leadership offers a unique opportunity to create a positive environment that empowers colleagues to be their best. I have learned that people seek purpose in their work, and genuine victories can significantly boost morale and outcomes. When success eludes us, it's important not to give up. Instead, consider adjusting the surrounding variables or timeframe to try again. Staying authentic and anchored to your values, especially in the face of challenges or short-term gains pursued by others, is crucial. Empathy is a key element in leadership, helping to understand personal narratives and cognitive schemas that influence performance. By recognising individual values and motivators, and removing obstacles to performance, I hope to foster a supportive and productive atmosphere. Kindness, rooted in respect and understanding, can be a powerful catalyst for achieving remarkable results.

Becca Naylor

Head of Pro Bono, Reed Smith

Becca is counsel in Reed Smith’s Pro Bono Team and Head of Pro Bono for Europe, the Middle East, and Asia. She joined the firm in 2014 and has spent time working in Greece and Jordan on Reed Smith’s global refugee protection project to resettle refugees and their families. She has also completed secondments to Safe Passage as Head of Legal, reuniting unaccompanied children with their relatives in Europe, and to Liberty in its Advice and Information Team. Before joining Reed Smith, she volunteered at Reprieve as part of its Abuses in Counter Terrorism team.

“Becca leads with kindness and empowers others to take action to support the less vulnerable. Acutely aware of the impact of legal aid cuts in 2013, Becca knows that those who most need it are often the ones who do not have access to free legal advice. She recognises that if she uses her skills effectively, she can empower others to lead on pro bono initiatives. This integral part of Becca’s role inspired and motivated a record high level of participation in pro bono across EMEA in 2023.” 

– Kumar Sakhardande, Senior PR Manager, Reed Smith

What practical advice would you give to someone looking to embed kindness in company culture?
Be thoughtful. Celebrate the achievements of others. Ask people how they really are. Be generous with your time. Create space to laugh. Appreciate people. Empower others. Remember we all make mistakes. Remember everyone is trying their best. Greet people with a smile.

Amish Unalkat

Former Senior Manager Value Creation, KPMG

During his 12-year tenure across the Big Four global accounting firms and various industries, Amish has drawn on the valuable mentorship he received early in his career to foster an inclusive and empowering culture amongst his teams. In his time at KPMG, Amish has driven significant change, leading the Innovation Factory team, taking on an IDE Ambassador role, and actively participating in KPMG’s South Asian Network. Outside of work, his leadership in organising the Annual Christmas Distribution Event showcases his ability to unite people towards a common goal, demonstrating generosity, empathy, and a commitment to social impact.

“Amish embodies kindness in leadership through his desire to help others and his pride in seeing the growth in those around him. His leadership transcends traditional mindsets, making substantial impacts on team culture and business practices. He encourages mutual respect, recognition, and continuous learning. By consistently demonstrating kindness, resilience, and a genuine interest in the personal and professional development of others, Amish has cultivated an environment where colleagues and mentees feel valued, supported, and empowered to achieve their best.”

– Ruth Coyne, Assistant Manager, KPMG UK

What practical advice would you give to someone looking to embed kindness in company culture?
Do not underestimate the value and importance of kindness. Do things with good intention without expecting something in return. Do it because being kind is embodied in your values. You will never lose anything by being kind and it does not cost you a penny. There is only upside. As leaders, foster an inclusive and empowering culture, recognise and celebrate acts of kindness that are shown in your team. This will encourage others to share the same acts – kindness is contagious.

Ameesha Green

Founder & CEO, The Book Shelf

Believing that everyone has a book in them, Ameesha founded The Book Shelf in 2018 to help people from all backgrounds write and publish life-changing nonfiction books. With over 13 years’ experience in publishing, over 600 books under her belt, and a passion for diversity and sustainability, she has helped hundreds of authors make a real difference in the world. Whether she is coaching authors, volunteering as a student mentor, or offering free guidance on Quora (with nearly two million answer views), her mission is to make the world a better place through books.

“Ameesha is driven by her values of conscientiousness, connection, and empowering others. Since founding her business, she has offered opportunities to young people from varied backgrounds in the difficult-to-access publishing industry through paid internships, Kickerstarters, T-level positions, and work placements with a local charity. Ameesha aims to live authentically and with kindness by giving back to the community and living sustainably. By unconditionally sharing her knowledge and caring for and listening to her team’s needs she embodies kindhearted and inspiring leadership.”

– Anna Kiousi, Former Communications Officer, The Book Shelf

What practical advice would you give to someone looking to embed kindness in company culture?
Embedding kindness in a company starts with a leader defining what ‘kindness’ means to them. This might be always considering others, supporting and encouraging people, or being honest and vulnerable with their team. Once a leader has a clear idea of what kindness looks like to them, they can communicate this to their team, which may be through a written list of company values or simply talking about kindness. Importantly, the leader should also communicate this through their actions, embodying the behaviours they would like to see in others. There is little point in a leader saying they value kindness, then failing to display it when they are having a bad day or a team member is struggling. And because kindness is a two-way street, leaders should recognise and acknowledge when their team members act kindly. Over time, this will create a virtuous circle of kindness within the company.

Alina-Florentina Lixandru (Lighean)

Associate Director – Estimating Discipline, Complex Infrastructure, Project & Programme Services, AtkinsRealis

With a career spanning ten years and five countries, Alina is a formidable leader in the infrastructure  sector, noted for her approachability and determination. Alina always ensures fairness and equality in the workplace, while providing opportunities for all. Testament to her effective mentoring, her staff members won New Professional of the Year and Apprentice of the Year at last year’s Constructing Excellence Awards. Alina also carries out a lead estimator role and uses this expertise to identify the changing needs of the firm and expand the regional estimating practice accordingly.

“Alina has been promoting professional consultancy services and attracting more women and early careers to the sector. Consistently putting people and clients first, Alina recognised the shortage of white-collar workers in the UK and has played a key role in hiring colleagues from abroad. She approaches her work with empathy and care, and is considerate of others, choosing collaboration over competition. Her strength is in building her teams to complement their skills and provide a more diverse and sustainable business.”

– Lindsay Owen, Head of Estimating HS2-MWCC, AtkinsRealis

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness is about putting people first and being available to actively listen to them.

By leading by example, you support and train future leaders, who then incorporate kindness and generosity into their actions and organisation.

Embedding kindness into a company environment is essential for fostering positive relationships, enhancing employee wellbeing, and overall productivity.

We find ourselves in a world where technology and the virtual environment are increasingly dominant, shaping humanity in profound ways. More than ever, we need to adopt a servant-leadership approach, demonstrating compassion and emotional intelligence.

When the walls of your office are filled with kindness, it also extends to your portfolio of clients.

Train your client-facing employees to actively listen; respond promptly to requests; be kind and go the extra mile to fulfil their needs. These practices will make your business distinct. Give excellence to receive excellence.

Alexandra Wallace

Managing Director, The Mintridge Foundation

Alex is Founder and Managing Director of the Mintridge Foundation, creating awareness of the importance of mental and physical wellbeing through sport, as well as assisting young people of all ages, abilities, and physical capabilities to develop confidence and resilience. After establishing Mintridge in 2015 at age 24, Alex was awarded the Women of the Future Sport Award and was made an Associate Fellow of the Royal Commonwealth Society for her commitment to improving the lives of Commonwealth citizens. She received a Sunday Times Sportswoman of the Year award and achieved world record-breaking status as part of a 29-hour spin class for charity.

“After missing out on selection for the England Hockey team, Alex had a crash of confidence. Becoming her own cheerleader, she embodied the attributes of a kind and inspiring leader in setting up the Mintridge Foundation. Alex uses her experiences to promote an active lifestyle and positive mental health for children and young people and to harness the power of sporting role models. To date she has placed tens of Olympians and professional sportspeople into academic settings, inspiring and motivating thousands of children. Her inclusive, empathetic, adaptive, and charitable leadership style impacts others hugely.”

– Kim Rowell, Managing Editor, ITN

What practical advice would you give to someone looking to embed kindness in company culture?
Kindness breeds kindness. Starting with small acts of kindness can begin to transform a culture. You must look at individuals as the whole person and the different hats that they wear in every aspect of their lives.
What works for one person might be different for another. I think it is the sportsperson in me, but can you look at the areas that you can see 1% of change each day? As Queen Elizabeth II said; “We sometimes think that the world’s problems are so big that we can do little to help. On our own, we cannot end wars or wipe out injustice, but the cumulative impact of small acts of goodness can be bigger than we imagine.”
We might build kindness into our company culture but, first and foremost, we must look to something that is so often neglected; being kind to ourselves – it is paramount.

Alanah Donnell

Director of Communications, Royal Air Force

Alanah is a passionate civil servant with 20 years’ experience in media, public affairs, and strategy across Government. As a communications specialist, she has acted as a trusted advisor to the most senior stakeholders in government and industry, from prime ministers to sovereigns. Her personal leadership style is deeply rooted in kindness and empathy. Since joining the Royal Air Force in 2020, she has advocated for a people-centric approach to communications, encouraging leaders at all levels to take the time to talk to their teams and uncover the stories behind the ranks.

“Alanah is a naturally inclusive and empathetic leader whose open, engaging leadership style makes her teams feel listened to and genuinely valued. Despite a hugely challenging workload within a male-dominated military organisation, she always makes herself available for her people, hosting regular town halls, where she sets clear direction and demonstrably acts on feedback. Senior leaders in the organisation benefit directly from her coaching, counsel, and supportive consultation.”

– Mike Reader, Head of Internal Communications & Engagement, Royal Air Force

What practical advice would you give to someone looking to embed kindness in company culture?
Take the time to be curious about your team! By being genuinely interested in our colleagues, we can learn so much more about what motivates, excites and drives them. Making time to do that can be hard – we are all so busy – but the marginal chats about weekends, hobbies and families are sometimes the best (and most useful) part of my day. For example, asking how someone’s weekend was can expose that they are always exhausted on a Monday after two days juggling caring responsibilities. By better understanding life, we can adjust the balance with work to help get the best out of people, such as making Mondays easier by putting those bigger meetings later in the week. Small changes can make a big difference in helping people feel listened to, appreciated and valued.