What Stops Leaders from Showing Compassion
by Roger Schwarz | 8:00 AM August 29, 2013
Most good people want to act compassionately at work. And recent research suggests that compassion also creates positive outcomes in organizations: People who experience compassion feel more committed to the organization and feel more positive emotions at work; when people receive bad news that is delivered with compassion, they remain more supportive of the organization; and acting with compassion can increase your own satisfaction and mitigate your own stress at work. And yet even if you want to be compassionate with others at work, you may find it difficult. You may find yourself either judging others or making assumptions about what will happen if you are compassionate. This can be especially challenging for leaders. As a leader, you get paid for your judgment. You are constantly evaluating situations and people. But that strength can become a liability when others need your compassion. If you find yourself thinking any of the thoughts below, chances are you’re letting your judgment get too much in the way of your compassion:
“Your suffering isn’t that serious.” When you tell yourself that others’ suffering isn’t serious enough, you’re saying they don’t deserve compassion. When your direct reports say, “We’re totally overwhelmed with work and can’t get any cooperation from the other divisions,” do you think, “Your workload is nothing; you have no idea how much I’m working. Stop complaining and make it happen”? Suffering isn’t a competition. Other people’s suffering doesn’t have to exceed yours for you to be compassionate. Remember that acting with compassion can also reduce your own stress. Read more of this post