Back in the day, I worked at an institution of higher learning. My signature ended with “Love & Blessings.” The president of the institution called me one day and suggested that I change my signature to something more…corporate and professional like “Kind regards” or “Sincerely”. I said, “No, thanks.”
That was one of the boldest decisions I have ever made. Why? I was young in my career. I could have been asked to leave. Yet, I felt quite strongly, and still feel, that love is necessary for organizations to exist and flourish.
Some might disagree with me. Love doesn’t belong in organizations, institutions, politics, etc. It belongs inside one’s self. Sure, it also belongs at home. Sometimes. Like at the dining table. From 7-8pm. In your children’s room. And no further than your bedroom. Sometimes.
That’s it.
We have constructed a world where love is restricted to the boundaries around one’s self and one’s home. We have shut love out of most other places. Of course, there are some of us who operate differently. Teachers who openly express their love for their students. CEOs who tell employees how much they care for them. Therapists and coaches who express unconditional positive regard for their clients, even if they don’t ever use the word love. More of this, please.
I am noticing an increasing number of conversations about whether or not to let love into our organizations, our businesses. Some of these conversations are expressed in books like Love As a Business Strategy, Love ‘Em or Lose ‘Em, The Heart of Leadership, Leading With Love And Laughter, as well as the HBR article, The Business Case for Love that Marcus Buckingham wrote in October 2023. Asking whether love belongs in business is akin to asking, “Do we still need WiFi to operate as a business?” Love fuels creativity, connection, and customer satisfaction. Companies like Patagonia, The Body Shop, Warby Parker, Ben & Jerry’s, and Cultivating Leadership know this. While they don’t explicitly mention love in their branding, they incorporate a strong sense of community, customer/client care, and positive values that could be interpreted as a form of “love” in their business practices.
Still, I think we are having the wrong conversation. It is not about whether we let love into businesses and organizations. Love is already in. And it’s not going anywhere, unless we replace all human employees with AI. Then we might have a problem. Instead, it is a matter of whether we acknowledge love’s presence, talk about it explicitly in our meetings, client engagements, and branding collateral. Or do we relate to love like a dwindling bank account. Know it’s happening, but refuse to look at it, acknowledge it, or talk about it with someone?
None of those choices are wrong or bad. And the conversation about love should not be forced. Love cannot be forced.
When we are ready to talk about it, love reveals itself more. It expands from the talk about it to its expression. Companies and businesses are then expressing love.
Love does not need anyone, an organization, a strategy, or leadership buy-in to be loving. To exist. Love needs no permission. Only expression. This happens in our creation, connection, and decisions.
Although love might be sitting quietly in a cubicle, suppressed in the boardroom, censored during a client conversation, deprived of an ID card, or removed from email signatures, it is present wherever people are. The question for organizations is, will we acknowledge the expression of love that is already present in our place of business? How do we make it safe for love to reveal itself?
The free expression of love in businesses and organizations fosters belonging – people having a clear sense that matter. When people know that they matter, they bring their best (ideas, creativity, energy, presence), which benefits the whole. When love is hidden, we deprive ourselves and our businesses of these possibilities. Let’s love in plain sight and we free up more possibilities.
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