For those who only hold on to the softer side of compassion, nurturing compassion, it is hard to recognize the true power leading with compassion offers. Compassionate leaders can hold on to the paradoxical aspect of compassion, which is that it also requires great strength. While power alone or strength over systems may feel more efficient, we all know this approach isn’t effective long-term.
We find ourselves at a unique time in history with pressures pushing in on us on multiple levels. For those who feel deeply and those seeking to make positive impacts, we know the pressure is both an overwhelming force and an invitation to explore yet another aspect of both/and spaces. We’ve been peeling back the truths found in polarities over the last few weeks, and continue in our series. This week we delve into the tension in individual compassion vs. organizational compassion.
We are pleased to share the perspectives of our colleague Nida Balamur, a participant in the current Compassionate Leadership Certification Program cohort, reporting from the front lines of the 2023 Turkish earthquakes. We are grateful for her heartfelt perspectives on empathy and compassion during this devastating time.
What we perceive in others impacts how we respond to them. What do you see when you look at another human being? Do you see characteristics that differentiate you and the other person, or do you see traits that are the same? Are you able and willing to see both the difference and the commonality? Compassionate leaders know the importance of seeing both through ongoing practice.
The disruptions from COVID-19 have been enormous, and the loss of life has been tragic. Yet, as a collective, we have still found ways to adapt with remarkable resilience. Many colleagues tell us that some of their life and work changes have been unexpectedly positive. If we stop and reframe our experience, we may be able to find learning and growth amid the suffering.
The relationship between compassion and perceived time pressure has been known for a long time. From the well-known study, “From Jerusalem to Jericho” nearly fifty years ago, to our research with participants in our training cohorts, the feeling that there is not enough time impairs one’s ability to act compassionately. Ironically, the solution doesn’t come from working faster, but in slowing down.
The COVID pandemic has exacerbated what was already a problem of epidemic proportions: burnout and overwhelm. As we emerge from the pandemic, will we learn the lessons of the costs of burnout and find better solutions as we move forward? Relieving burnout must start with organizations, and compassionate leaders can change their organizations by changing themselves.
Psychological safety has been shown to be the single most valuable characteristic contributing to team performance. Compassionate leaders have an important role to play for the benefit of their teams and their organizations through the creation of psychologically safe environments. Here are three compassionate leadership principles to lay the foundation of safety in your organization.
