Leadership is a crucial element in shaping organizational culture, particularly when it comes to fostering compassion and empathy within a team or company. In this article, we will explore various leadership practices that can help cultivate a compassionate culture in the workplace. By understanding the importance of empathy, kindness, and support in leadership roles, we can create a more inclusive and supportive environment that benefits both employees and the organization as a whole.
Understanding the fundamental skills
In Talent for Care’s leadership programs we offer new ways of thinking about leadership along with peer-practice, developing the listening skills, relational skills, and perceptual skills of health and social care leaders.
These skillsets are constantly interacting and effect how people experience themselves and their work. For example, when one is listening to a colleague talk about an issue they’re having at work, one could be practicing self-awareness of their pre-conceived world view so they can better enquire into the problem with open-ended questions rather than assuming they already know the issue and making statements of agreement or disagreement. These qualities of active listening alongside self awareness and holding a perception that you only ever know partial truth can enable the colleague to feel seen, heard, and supported. Then, moving from that place of shared understanding, compassionate action can be taken to further support the colleague if appropriate.
Improving and practicing the skillsets means an improved experience which leads to:
feelings of connection and belonging
a greater sense of wellbeing
capacity for resilience
improved quality of relationships for colleagues, clients, and patients
(the above are also driving forces for improved staff retention within the health and care workforce.)
A powerful perception practice
Separating problems from people is a powerful practice and skill for compassionate leadership. We like to say, ‘the problem is the problem, not the person’.
For example, Adwoa has come to me - her line manager - to talk about her issue with a colleague, Paul, who she feels she just can’t talk to. Rather than seeing Adwoa as the problem (perhaps judging her as too shy) or seeing Paul as the issue (judging him to be a difficult or rude person), the problem is that there is a lack of communication between two colleagues. So, almost zooming out, we can collaboratively look at the problem together and consider what we can do to enable Adwoa and Paul to communicate. The fact is, we don't know why there is a lack of communication or why either of them are being how they is being.
Though we may have a tendency towards placing blame on others (perhaps because of our own shame and need to defend ourselves) by practicing this mindset of the problem is the problem, not the person, it:
moves us away from blame and shame towards understanding;
enables empathy and, therefore, compassion
incorporates the fact we each experience events in different ways,
opens up the possibility for different, more empowering perspectives
Giving up the need to be right
Giving up the need to be right is a great practice for leaders
This is a concept participants explore on Developing Healthcare Leaders - an early leadership development program for line managers of frontline #healthcare teams in the #NHS. The program has had 100% completion rate with 93% recommending the program to colleagues.
'It has given me a different way of thinking on how to be a leader in my work place' (DHL participant, August 2023)
'From the place where we are right
Flowers will never grow
In the spring.
The place where we are right
Is hard and trampled
Like a yard.
But doubts and loves
Dig up the world
Like a mole, a plow.
And a whisper will be heard in the place
Where the ruined
House once stood.'
poem by Yehuda Amichai
Achieving harmony
On our innovative support, learning and development programs for leaders, we enable participants to notice their pre-judgements, pre-conceived ideas, narratives, and biases; to notice the desire to fix or change what is being said and, instead, practice self-compassion and a mindset of curiosity, enquiring into problem solving in a way that seeks understanding and harmony. We invite people to let go of the need to be "right" and practice moving from a place of not ever knowing the whole picture. This new way of being contributes to a psychologically safe environment where mistakes are not shamed or blamed, where people are given the opportunity to share, be heard, and therefore supported, where colleagues empower each other to grow and contribute; the kind of environment where employees want to stay.
Find out about Developing Healthcare Leaders program for managers of frontline healthcare teams.
