Too often organizations break down into functional silos that separate or frustrate one another, or worse, pit one department or individual against another.
As leaders, it’s our responsibility to craft the ways in which all the people within the organization can depend on one another as we work towards common goals. We do this through networks…
Student. Teacher. Leader. Follower. CEO. Receptionist. Parent. Change Champion. Compassion Architect. Host. Elder. Human.
What do all of these titles have in common?
While seemingly different, all of these titles represent a few of the many different roles humans can take.
Roles are one of the most important tools that leaders can utilize to create compassion competence in their organizations.
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.
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.
From the moment we wake, headlines scream at us and videos cause our stomachs to lurch. It’s tempting to tune out when paying attention can be overwhelming, but a multitude of voices remind us that the time for compassion is now. We’re not strangers to threats to humanity and the planet. The impacts of climate change, social injustice, war and the suffering these forces cause are very present.
Compassion in leadership is exactly what is needed in these challenging times. Trailblazing leaders already bringing this approach into their organizations see the positive impact and change, and at the same time recognize that the path is not easy. If we are to lead compassionately, we must first be willing to non-judgmentally acknowledge things as they are, not as we wish they would be.
Organizations that prioritize compassion, safety, connection and belonging are still in the minority and countercultural to our traditional organizational and belief systems. The community of dedicated compassionate leaders who want to contribute to a more compassionate world still faces many challenges within mainstream work culture. How do we continue to stay resourced and motivated? Find out...
What do we think of when we think of enemies? We understand opposites and how they pull in directions that conflict with each other. It isn’t only opposites that can undermine your efforts. Consider the idea of a “near enemy” – something that seems like it should support an intention but actually weakens it. When it comes to compassionate leadership, there are many near enemies. Let’s explore...
