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The theoretical pertinence of positive organizational behaviors at work, mainly coined in the USA, remains to be empirically challenged in France, particularly by better taking into account European and Francophone cultural resources. Within the European context, well-being at work seems to be organized around a positive relationship to the colleagues and the manager. Furthermore, kindness to others, positioned as a catalyst for self-happiness, would constitute a specific construct between colleagues in the professional space, calling for more research including the context in question. Therefore, how can a theoretical ideal - that of work kindness made in USA - become a viable reality for French companies with a strong industrial and mining culture, when no consensual definition of work kindness seems to be authoritative to date? This issue has led us to carry out an intervention study based on a qualitative investigation co-built with the leaders of eleven companies belonging to a group of employers. This has brought us to the notion of “workindness” which, as an operational concept, invites us to not only explore five “postural attitudes” viable and practicable by leaders, managers, and other contributors, but also to detect five “imposture factors” that may distort the use of the notion of kindness at work as a common good.