What do Kindness and Camaraderie have in Common?

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Home > Articles > What do Kindness and Camaraderie have in Common?

 What do Kindness and Camaraderie have in Common?

William Wan | Today's Manager
March 1, 2017

Together, kindness and camaraderie help to shape the fabric of a work culture that inspires productivity.

Camaraderie between employees undisputedly helps to create a happier and more positive workplace. Many organisations are generating camaraderie by spending time and resources organising staff lunches, birthday celebrations, and team-building sessions. Such activities create higher employee engagement and loyalty.

Researchers have found that happiness at work is not so much a function of salary, benefits, or job titles. A key contributor to workplace happiness is the relationships that are fostered there. 1

Since many of us spend more than half of our waking hours at work, interaction with our colleagues and superiors inevitably determines our sense of well-being.

A Gallup report on The State of The American Workplace 2 states that strong social connections at the office can boost productivity, and could make employees more passionate about their work and less likely to quit their jobs.

Treating co-workers with kindness helps to build camaraderie and trust, both of which are key components of successful and synergistic teamwork.

When we work with teammates who have each other’s back and set one another up for success, we leverage on our collective talents and perspectives to work together towards a common vision. We will also generate more energy and enthusiasm for the work we do. 3

At the Singapore Kindness Movement, we practise three internal core values of Synergy, Kinship, and (positive) Mindset. We are convinced that Together Each Achieves More (TEAM). Though we have sectors and each has a primary focus, we give permission to call on one another to help in our respective sectors when there is a need. We make it a habit to ask each other: “How can I set you up for success?”

We also believe in building a bond where we learn to care for and share with one another. We believe that when we enjoy working together and still have fun achieving our collective passion, we achieve a sense of well-being and become more productive. We look forward to work because we enjoy both the work and the people we work with.

Camaraderie is more than just having fun; it is about creating a shared sense of purpose. Studies have confirmed that soldiers form strong bonds during missions in part because they believe in the purpose of the mission, rely on each other, and share the good and the bad as a team. 4

Camaraderie presupposes goodwill towards one another. Treating each other with respect, empathy, and compassion; and valuing and appreciating one another are necessary pieces in the cultural fabric of kindness. Such reciprocal conduct creates a positive feedback loop that boosts morale and heightens the motivation to excel.

Though we may be colleagues by chance, we can be friends by choice. Friendship camaraderie gives us a sense of belonging and helps us pull through the daily challenges of work and life.

Kindness and camaraderie go together like the two blades on a pair of scissors. It is a simple tool to shape the fabric of a work culture that inspires productivity.


1 Co.tribute, How to build camaraderie in the workplace, http://info.cotribute.com/blog/how-to-build-camaraderie-in-the-workplace.

2 Gallup, State of the American workplace, http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx.

3 Levine L, 25 June 2014, Reasons why workplace camaraderie matters, http://hr.sparkhire.com/employee-engagement/reasons-why-workplace-camaraderie-matters/.

4 Riordan CM, 3 July 2013, We all need friends at work, https://hbr.org/2013/07/we-all-need-friends-at-work.



​Dr William Wan is a Justice of the Peace and General Secretary of the Singapore Kindness Movement (SKM). He was a senior partner of a regional law firm and a managing director of a psychometric company headquartered in the USA.


Copyright © 2017 Singapore Institute of Management

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