Set the tone for Compassion
Set the tone for Compassion
“We lose both authenticity and effectiveness when showing compassion becomes a performative act.”
VIM Executive Coaching is frequently asked about weighing the importance of corporate performance and the need to “produce the desired numbers” versus compassion and the awareness of stressors on employees. In fact, it is a widespread concern. In late 2021, a questionnaire was sent out by Harvard to more than 300 CEOs on the very question, and 61-percent agreed it was a major issue.
However, as we all know it is generally easy to ask questions, questions all day long. The tough times come when executive leaders must come up with viable answers.
CEOs tell us they wish they could sit down with almost everyone and get to know employees at all levels in the organization. It is an impossible task. On the other hand, no one likes a phony. When the CEO wearing the custom-made suit and $1,500 shoes strolls around a production facility and says to the line workers making starting wage, “You know guys, I’m one of you and I am so proud of each and every worker in this facility,” we all understand how genuine that feels.
The balancing act is real
Of course, it is impossible for most executive leaders to smile and dial at the desk and tell “Sam” on the fill-line what a great employee they are. In fact, values such as compassion and kindness are cultural and not to be faked.
Psychologist, Denise Cummins, writing for Psychology Today stated:
“Researchers concluded that compassion can be trained as a coping strategy to overcome empathic distress and strengthen resilience. Rather than feeling overwhelmed by the suffering of others, those trained in compassion can offer help while simultaneously deriving peace and satisfaction from reducing the suffering of others.
In other words, executives at all levels can be trained to be more compassionate. They can help subordinates without trying to be everything to everyone. The “trick” is that becoming more compassionate does require training so that is authentic and not an act.
It isn’t necessary for the CEO of an airline to glad-hand all of the baggage handlers for a photo-op, nor for the CEO of a multi-billion grocery conglomerate to stock shelves with the night crew of a far-flung location as a backdrop for an employee blog. No one needs an actor to be leading them.
What makes it real is mindfulness. When an executive leader at any level can impart authentic mindfulness to those around them, it ripples out to others in a true manner. Mindfulness is borne of understanding one’s truth; of being able to listen without talking; of being real in the moment.
Mindful executive leaders obviously can’t reach everyone in an organization, but their imprint can. Executive leaders who are mindful are able to create a more authentic culture. If an executive leader believes they can perform their way to a dynamic organization, in case after case, we find that they are inadequate in completing that mission.
The greatest actors in the world eventually forget their lines and go off script. Far better to lead from the heart and convey that compassion.
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