Compassion has the power to help employees flourish and create stronger, more innovative organizations. The evidence is clear. Creating compassionate organizational environments leads to significant benefits for the organization: lower turnover, higher employee engagement and satisfaction, greater creativity and innovation, and higher-quality connections with deeper trust. But, there is one big catch…
The crises the world is facing – climate change, substantial healthcare and income inequities, ongoing regional conflict and war – are substantial, and call for decisive responses. When we explore compassion, our own intentions, and our power to lead real systems change, we see that compassion offers the power and strength that are necessary to confront the biggest challenges in the world today.
Learning to move past resistance, restraint, and roadblocks is a key part of personal and leadership development. Barriers to practicing our innate capacity for compassion can show up in many different ways. Let’s explore three barriers to compassion - distraction, judgment, and fear – and how we can intentionally move to the full expression of our compassionate nature.
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.
