Understand that the theories you adopt about human nature, such as social Darwinism or homo economicus, can become self-fulfilling prophecies, shaping your behavior and the behavior of those around you.
Recognize that humans can intentionally construct social environments that prioritize cooperation over competition, aligning with Kropotkin’s mutual aid principles rather than social Darwinism.
Actively seek out and engage in environments that require working with others, as this fosters generosity and trust, leading to a more fulfilling way of life compared to competitive, solitary environments.
Lead by measuring success through the positive impact on people’s lives (customers, team members, suppliers), fostering a culture of caring as the ‘premium fuel’ for your business model.
If you are a leader, avoid adopting a selfish view of people, as this can negatively change the behavior of your team members, making them more selfish and less productive, ultimately hindering collective success.
Understand that your leadership role profoundly affects people’s health and personal lives, making business a powerful force for good if leaders have the courage and skills to care for those they lead.
When faced with a crisis, consider how a caring family would respond by having everyone pitch in and share a little pain to prevent any single member from suffering a great deal, as demonstrated by Barry Waymiller’s no-layoff policy.
If you are in a position to do so, volunteer to take on a greater share of a burden (e.g., more time off without pay) to help colleagues who may be less able to afford the impact, fostering mutual aid and safety.
Prioritize building a safe organizational ‘bus’ (business model) and ensure leaders know how to ‘drive’ it safely, so that anyone invited to join the organization feels secure and cared for.
Instead of asking how you can afford to care for people, challenge yourself to justify not caring for them, recognizing that caring for your team is not a cost but a fundamental aspect of successful leadership.
Recognize that in the face of difficult conditions or a harsh natural world, helping each other overcome difficulties leads to better outcomes for everyone, rather than individual competition.
During tough times and disasters, expect people to come together and help one another, as research shows these situations often bring out the best in human nature, increasing acts of charity, volunteering, and helping strangers.
Be aware that your mind might be wrong or lying about what truly makes you happy, especially regarding cynical views of human nature; understanding the science of the mind can help redirect you towards genuine happiness.
To perceive the inherent goodness in people, actively remove your ‘mud-colored glasses’ of cynicism and negative assumptions, rather than trying to force a positive view, as evidence supports human cooperation.