There is significant evidence that compassionate actions and compassionate leadership in organizations lead to beneficial economic outcomes. Given this, you would certainly expect profit-maximizing managers to want to bring compassion into the workplace to achieve their profit-oriented goals. This seems like a win-win, doesn’t it? Well, it’s just not that simple.
In defining organizational compassion, Dr. Kim Cameron at University of Michigan’s Ross School of Business takes a broadly accepted definition of compassion – awareness of the suffering of another and a desire to help alleviate that suffering – and adds two key attributes. The first addition is that compassion is actively demonstrated through the organization and its members. The second additional attribute is the subject of this blog post, which is that actions be motivated by inherent virtuousness rather than the acquisition of recognition or reward. In other words, organizational compassion requires compassionate intention.
The evidence is compelling that compassion and economic outcomes are aligned. This shouldn’t be surprising. When employees feel positively treated, their motivation and performance both increase. Their work satisfaction increases. Staff retention increases. Research studies confirm common sense – well-treated and well-respected employees perform better.
So, when profitability and compassionate action overlap, why does it matter what the intention is? As wisdom teacher Jack Kornfield describes so distinctly, “Our hearts are like seismographs, picking up the tremors of intent.” Team members recognize and embody their leader’s intentions immediately. If offering to relieve the suffering of a teammate is simply a utilitarian tool to enhance productivity, colleagues will sense that completely. Such an offering feels manipulative, not caring, and the benefits of compassion – trust, psychological safety, personal connection – are not likely to develop. Instead, cynicism and distrust will grow.
Likely, we can all remember a time or two when we recognized that the expressed intent of a leader was not aligned with their deeper motivation. How did that make you feel? Used? Like someone’s pawn? Frustrated? Even angry? Yes, it can generate a powerful negative impact.
Leading with compassion is good for your team. It’s good for your organization. Perhaps the best part is that it is also very good for you. Treating others kindly results in increased happiness for the one who acts with kindness. Pursuit of a life of purpose and meaning has been shown to lead to better health. So set your intention to lead compassionately and witness the positive impact for your team, your organization, and your self.
Photo Credit: Tim Graf on Unsplash.