If you were to describe
what compassion means,
you’d probably suggest
words such as caring,
sympathy, sensitivity,
kindness, and love: not
words typically associated
with the workplace. Yet
compassion is a powerful
leadership tool, and if
balanced well with other
qualities and tools, can
help to create working
relationships of trust
and respect.
I once had a line manager
who exuded compassion.
I was having some troubles
outside of work, so I
went to tell him what
was going on so that he
understood why I wasn’t
being as productive as
usual. He listened carefully,
asked me some clarifying
questions and then asked
me what he could do to
make work easier until
the situation resolved.
He wanted to help me.
He allowed me to take
a little time off to deal
with the situation, and
worked with me to reschedule
some work plans to a more
manageable deadline. This
helped me, but it also
helped him, because he
made me feel that he actually
cared about me as my manager,
and in turn, that made
me more loyal to the organization.
He did not reduce my workload
or lessen my responsibilities,
but he helped me to manage
it. I ended up respecting
him even more and therefore
worked harder and put
more effort into my job.
Compassion is internal
and often private and,
therefore is not something
we always wish to show
at work for fear of being
seen as weak or incapable.
Yet in reality, compassion
is just about putting
others’ needs before our
own, while balancing the
needs of the business
or organization. Having
compassion means being
aware of others’ needs
and wanting to help them.
The dictionary definition
is: “Sympathetic
consciousness of others’ distress
together with a desire
to alleviate it.” So, to
be compassionate, we have
to be aware, and
that means we must communicate
well with our employees.
There are many qualities
that could be seen as
being “compassionate.” Some
of these are flexibility,
leading by example, honesty,
and not being afraid to
show some emotion. Of
course, balance is important,
but there is not much
wrong with showing your
more human side at times.
In these difficult times,
are we so consumed with
making things work that
we forget to be compassionate? Are
we under such great pressure
to perform, to cut or
maintain budgets, or to
make tough decisions,
that our compassion might
be lacking?
When many of us are making
difficult decisions regarding
our organization and our
employees, compassion
is something we ought
to have and can aspire
to. We can be the hard-headed
leader and show no mercy,
or we can be “human,” and
show compassion. All of
us who manage and lead
people would do well to
remember the words of
the Dalai Lama: “Compassion
is not religious business,
it is human business;
it is not luxury, it is
essential for our own
peace and mental stability;
it is essential for human
survival.”
Is compassion essential?
Food for thought.
