Kindness and Compassion 53
has his own version of the Golden Rule: ‘‘I know it sounds simple, but
I keep saying, follow the golden rule of service. Serve others as you
would like to be served.’’ In an industry where people are often referred
to as ‘‘seats,’’ Kelleher exhorts his troops, ‘‘Don’t treat people like ob-
jects. Do you like to be treated like one?... Don’t be a hypocrite.
Provide the service you yourself would like to receive.’’^5
Lest we relegate these biblical leadership principles to two mavericks
of the airline industry, how about one of the world’s largest power
companies? CEO Dennis Bakke of AES founded his company overtly
on biblical principles. ‘‘The Bible teaches us that each person is holy,
special and unique...Treat each person with respect and dignity... I
would love to get the workplace as close to the Garden (of Eden) as
possible, knowing we can’t. But I shouldn’t stop trying.’’^6 Now there’s
an ambitious mission statement!
Ben & Jerry’s has been called many things: outrageous, irreverent,
wacky, hippie-ish. But biblical? Absolutely, particularly in the com-
pany’s sense of kindness and compassion toward its employees, suppli-
ers, and customers. Notes Jerry Greenfield, whose company is often
accused of having ‘‘hippie values,’’ ‘‘We say, ‘It’s more like biblical val-
ues. Do unto others as you would have them do to you... .’ Just
because the idea that the good you do comes back to you is written in
the Bible and not in some business textbook doesn’t make it any less
valid... There is a spiritual aspect to business [although] most compa-
nies try to conduct their businesses in a spiritual vacuum.’’^7
How does Ben & Jerry’s avoid this spiritual vacuum? By taking risks
in the name of compassion and kindness. Ben & Jerry’s needed to pur-
chase large quantities of brownies for a new flavor of ice cream. Many
struggling young ice cream companies would have gone for the most
experienced, cheapest, most efficient supplier. Ben & Jerry’s went for
‘‘none of the above.’’ Instead, they went for the most compassionate
choice—Greyston Bakeries, a nonprofit institution that trains and em-
ploys the economically disadvantaged. The result? Initially—a disaster!
The workers and equipment weren’t up to the demands of making
6,000 to 7,000 pounds of brownies a day. But Ben & Jerry’s stuck with
Greyston through all the technical and personnel difficulties. Today,