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...
When we ask people at the start of our trainings about their curiosities around compassionate leadership, one of the most common questions is, “How can I be a compassionate leader and hold people accountable?” At the Center, compassion and accountability are completely aligned. Discover the five Cs of accountability – five contributors to holding people accountable while leading compassionately.
Some people give and give and give of themselves until they don’t have any more to give. Is there a point where the giving turns counterproductive; when someone is “compassionate to a fault?” This can and does happen, and when it does, it shows the need for awareness of one’s own needs, the value of boundaries, and the importance of understanding what compassion truly is.
Compassionate leadership has the power to create thriving workplaces with employees who flourish. So, what is it? At the Center for Compassionate Leadership, we define it as treating those you lead with compassion in all situations and creating a culture of compassion that supports the flourishing of everyone connected with that culture. Let’s explore further...
As individuals seek to grow their capacity to lead, what role can compassion play? Through its ability to strengthen leaders, enhance team results, build cultures of safety, connection, and belonging, and ultimately create a world of flourishing for everyone, compassion is central to leadership development.
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.
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.
