The ROI of Kindness: Why Human Connection Outperforms Hard Metrics

Connection as a Strategy: Why Kindness, Check-Ins, and Trust Drive Results Across Departments and Partnerships

By Belinda Sharp

In mission-driven work, execution matters. But execution without connection often leads to burnout, silos, and short-lived gains. Whether you're leading a municipal team, managing cross-sector initiatives, or coordinating direct services, effective leaders understand that how we treat one another matters just as much as what we aim to achieve.

In today’s complex public service environments—where objectives are layered, timelines are tight, and stakeholders are diverse—simple human practices like checking in and demonstrating kindness are not merely interpersonal niceties. They are foundational to team performance, interdepartmental cohesion, and long-term impact (Grant, 2021).

As I begin a new leadership role, this theme has become increasingly clear. A question I find myself asking—and one that many public leaders are now wrestling with—is: How and when do we prioritize relationships to foster more effective outcomes?

Why Connection Is a Leadership Strategy

Across civic institutions and government agencies, teams often operate under multiple mandates and persistent resource constraints. The pressure to “do more with less” can push leaders toward hyper-efficiency and output-driven management. But decades of organizational research—and lived professional experience—show that connection and care are not distractions from the work. They are the work (Cameron, 2012).

When employees feel seen and supported, trust develops. That trust becomes the foundation for open communication, cross-functional alignment, and psychological safety. As Edmondson (2019) explains, psychological safety is not about being agreeable—it’s about creating environments where people feel safe to speak up, ask questions, and take smart risks without fear of ridicule or punishment. These are precisely the behaviors that enable innovation, accountability, and strategic execution in the public sector.

Check-Ins: Small Gestures with Big Impact

How often do we pause to ask our team members how they’re doing—not just professionally, but personally?

Routine check-ins offer a low-cost, high-impact strategy for strengthening team dynamics. They help leaders identify barriers early, gauge morale, and promote a culture of care. In high-pressure environments, such as public health, education, or emergency services, a simple check-in communicates: You are not just a role. You are a person, and your wellbeing matters (Grant, 2021).

These small gestures build relational capital, which becomes especially important during periods of change or crisis. Research consistently shows that relational leadership improves team resilience, adaptability, and retention (Boyatzis et al., 2006). When people feel genuinely connected to their leaders and peers, they are