We are all wired with the same desires – to feel safe, to be loved. These needs put us on paths to seek connection and offer opportunities for our purest expressions of our humanity. There are many things that impede our attempts at getting these needs met. When leaders strive to create cultures of safety, connection, and belonging, we are meeting those core human needs. This is no easy feat.
As the world gets more complex, we grapple with ways to make sense of our place in its complexity. The temptation to think of situations as black/white or either/or is strong. Humans are programmed to seek clear answers – when we turn towards nuance and invite “yes, and…” into our responses as leaders, there are more opportunities for compassion in choices that better serve our organizations.
When we ask people at the start of our trainings about their curiosities around compassionate leadership, one of the most common questions is, “How can I be a compassionate leader and hold people accountable?” At the Center, compassion and accountability are completely aligned. Discover the five Cs of accountability – five contributors to holding people accountable while leading compassionately.
We choose our work based on its alignment with our own values and needs. We naturally identify with work in valuable and healthy ways. If we take this identification too far, it can become harmful. Overidentification can have harmful impacts on both our personal and our professional lives. Foundational practices of inner compassion can support compassionate leaders in avoiding the pitfalls of overidentifying with work.
