Research shows in recent years that 60% of Americans are deemed to be lonely. We all feel it to some degree, and our mental and emotional health is compromised as a result. In fact, lacking social connection, both at work and in our personal lives, can have as negative an impact on a person’s mortality as smoking, hypertension, or physical inactivity.
We choose our work based on its alignment with our own values and needs. We naturally identify with work in valuable and healthy ways. If we take this identification too far, it can become harmful. Overidentification can have harmful impacts on both our personal and our professional lives. Foundational practices of inner compassion can support compassionate leaders in avoiding the pitfalls of overidentifying with work.
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.
Burnout is an unsettling and an unsettled topic. Just released in the US, Running on Empty: Navigating the dangers of burnout at work, by Amy Bradley and Katherine Semler shows what we do know about burnout: the experience is brutal. Using a unique individual narrative approach, Running on Empty brings a new perspective to addressing the challenges of burnout.
Aiming for perfect is a noble goal. The trouble is that perfection is not really possible, and we often ignore perfectionism's downright harmful effects. Tapping into our ambitions in a healthy way without going over the edge is possible. It requires an understanding of perfectionism itself, a recognition of our connection to others, and a willingness to set boundaries and limits.
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.
The dizzying pace of change today is accompanied by growing uncertainty. We humans are uncomfortable with uncertainty and change. How can compassionate leaders break through resistance to change? By keeping humans at the center, creating learning culture, leading collaboratively, and practicing courageous compassion.
Does your inner voice ever say things to yourself that you would never say to others? Do you find it hard to forgive yourself for mistakes or bounce back after a setback? We can all strengthen our capacity for self-kindness by recognizing its gifts, understanding our resistance to it, and practicing to become the leader that creates a culture of safety and caring.
People who are able to hold the tension between two conflicting demands, without feeling forced to choose between the two, can be said to have a paradox mindset. Those who utilize such a mindset have been shown to exhibit greater levels of creativity, adaptability, and productivity. But doing this is not easy. Here we examine three fundamental practices of compassionate leadership to help you target your development in ways that support your capacity to embrace paradox.
