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.
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.
We have a front row seat to all the suffering around the globe as our communication capacity grows and the world shrinks. Research shows that as suffering increases our compassionate feeling decreases. Is this the most helpful response? Compassionate leaders must recognize that we are at risk for compassion collapse and that leaning into our emotions is the way through. This will support our ability to respond compassionately, and tap into the regenerative nature of compassion to keep us resourced.
One of the most common questions we are asked at the Center for Compassionate Leadership is, “What do I do if my boss is not compassionate?” Navigating a compassionate path with an uncompassionate boss or other person is never easy. Let’s explore how to courageously take on this challenge, and in so doing, perhaps discover a new level of mastery in compassionate leadership.
The journey of life and leadership is a never-ending series of cycles, requiring different optimal action depending on the circumstances. There are two constants central to the work of every compassionate leader: self-compassion and the recognition of our shared common humanity. These two provide a powerful foundation for compassionate leaders to act, and guide their choice of the approach to use.
We all recognize that compassion requires kindness. The research shows that compassion comes more easily to those who nurture instinctively. But if we stop there in our consideration of compassion, we miss out on some of the most important and powerful parts of compassion – those parts that exhibit courage and strength. In organizations in particular, courageous compassion is particularly necessary.
As the days get longer in the northern hemisphere, the signs of new life emerge all over. Farmers and gardeners turn their attention to planting new seeds as the first step to a rich harvest. Let’s align ourselves with the seasonal cycle of the planet and plant seeds of compassion for a harvest of healing and flourishing. These seeds are readily available, and with patience and wisdom, will return many times over the effort they require to plant.
There is a perception among many that compassion is not a strategy of strength and that compassionate leaders are too soft or weak. There is a fear, even, of being too compassionate. Good intentions alone are not enough. A deeper understanding of compassion means that one who acts with true compassion never needs to fear being too compassionate.
