Workplace

The term "playing nice" no longer applies only to the kindergarten playground. Leaders know it also motivates employees to increase performance willingly. Touted by experts for centuries, researchers are lending credence to the value of being nice and explaining why it works.

Across the ages

In his book The Prince, 16th-century author and politician Niccolò Machiavelli expounds on what a leader must do to be esteemed. To demonstrate a love for talent, a leader must encourage and honor those beneath his position. To boost productivity, a leader must provide assurance of reward. And to maintain goodwill, a leader must "occupy" his people with celebrations and other festivities. Yes, Machiavelli suggests good leaders should practice being nice.

Fast forward 500 years to Jim Goodnight, president of SAS Institute Inc., Cary, N.C., who understands exactly what Machiavelli was saying. As the majority owner of the largest privately owned software company in the U.S., Goodnight is renowned for his employee-friendly policies.

He demonstrates his love for talent by giving his top software developers carte blanche to develop new products. He asks only that they "know when to stop digging a hole" and dump untenable projects. He boosts productivity by providing one of the most generous benefits packages in the U.S., including free on-site medical care; low-cost day care; wellness facilities; and free access to tutors, social workers and other professionals. Finally, Goodnight maintains goodwill by offering employees and their families low- or no-cost extras, such as membership to country clubs, access to massage therapists and other feel-good distractions. One employee says, "It's like working at Disneyland."

Goodnight responds, "What's wrong with being nice?"

Given his long record of success where competitors have failed, absolutely nothing.

Why being nice works

Early researchers in psychology offer foundational reasons for why nice works. The law of reciprocity dictates at a biological level that we respond to others in-kind. Since the earliest of human times, these instinctive responses have acted as survival mechanisms. Threatening postures by others give rise to instinctual fight-or-flight responses, which cause stress when sustained for long time periods. Being nice allows us to open up to strangers, share information and decrease stress. Machiavelli knew that even the mere appearance of being nice works as long as it does not seem overtly insincere.

Twenty years ago, through his research in persuasive techniques, Robert Cialdini, Ph.D, professor of psychology at Arizona State University, discovered being nice provides leaders with an advantage. People are more willing to comply with requests when they are asked nicely.

Watson Wyatt Worldwide, Washington, D.C., an international consulting firm, quantified the value of being nice. Nine percent to 16 percent of companies' market value can be attributed to "collegial and flexible" workplace practices (part of a total 47 percent increase in market value for companies that engaged in overall superior people management practices). In other words, it pays to play nice.

How to play nice

Being nice isn't second nature to everyone. However, a few basic behaviors can go a long way toward reaping the benefits of beneficence.

• Reciprocate greetings in the hallway or elevator. As a leader, try to be the first to greet; people crave acknowledgement.
  
  
• Introduce everyone to newcomers—don't leave people out.
  
  
• Recognize achievement—You don't need money to let employees know you have noticed their good work.
  
  
• Phrase work assignments in the form of requests. Instead of saying, "Get this back to me by noon!" try "Will you have time to get this back to me by noon?"
  
  
• Acknowledge important events, whether it is the illness of a parent, birth of a child or death of a beloved pet to show that you care.
  
  
• Save criticism for a private meeting. Don't be the "screaming jerk" in front of everyone.

Finally, when possible, smile. Not only does smiling release chemicals into the blood stream that decrease the effects of stress, but the law of reciprocity dictates that smiles beget smiles. Machiavelli would approve.

Karen L. Cates is a professor of management at Monmouth College, Monmouth, Ill.