Compassion and work may seem incompatible bedfellows in all but a few health or care related professions where compassion is firmly on the agenda. Research increasingly suggests that compassion is a key workplace differentiator, one well worth cultivating. We examine what compassion is and how to develop it at work with our 8 stage checklist.
Profit? Loss? Return on investment? How about compassionate leadership as an organisational metric? We give you the skinny on why it might not be as counterintuitive as it sounds and how to become a compassionate leader with our 5 key steps.
Resilience: from the Latin word resilo – to jump back. The capacity to bounce back from adversity, adapt and succeed.
Embracing difficulty is key to resilience. But what is it? Resilience describes our ability to manage difficulties effectively rather than be overwhelmed when confronted by adversity. Perhaps one of the most profound definitions is from Viktor Frankl, concentration camp survivor and author of ‘Man’s search for Meaning”. ‘When we are no longer able to change a situation, we are challenged to change ourselves.’ It comes as no surprise that Frankl’s work has been modified and applied in a workplace setting. An increasing body of research suggests that resilience is also a valuable predictor of success. Penn Professor, Angela Lee-Duckworth’s research suggests that resilience is an even more accurate predictor of success than IQ. A heady claim for something we’re not taught in school. So what’s is it about resilience that makes it such an important differentiator? Lets find out.
Glenn Richardson, Professor and chair, Department of Health Promotion and Education, University of Utah describes resilience as mental toughness and encourages employees to think differently about how they view difficulty. When met by challenge, Richardson suggests that we develop the mindful habit of taking a moment of calm to support ourselves in developing resilience, by making a choice to work with our emotions to accept failure and examine what we can learn from it. This presents a very different approach to turning away from difficulty to get the job done which employees are sometimes forced into doing by workplace pressures. Dr Gregg Steinberg suggests that challenge and adversity can develop emotional intelligence and grit, enabling people to bounce back to an even higher level of resilience than before. For Steinberg, adversity creates and shines a light upon what is missing in life, highlighting what we need to be more successful and happier. Watch Gregg talking about ‘Falling Up’ in our ’10 Best Resilience Videos’ blog. You might be asking yourself how you can turn towards difficulty or failure when your natural response is to turn away, run for the hills and avoid it. Resilience is a skill that can be learned and you can begin to work out your resiliency muscles right now. The next time you face adversity, try the following;
Embed calm checkpoints into your day.
Take a moment to notice what’s happening. Breathe and sit with what is there for you in that moment.
Known as ‘Affect Labelling’ this is where you identify the emotion. Try saying to yourself “Hello anxiety” if that’s what you’re feeling. Recognising and naming the emotion makes a distinction; you are experiencing anxiety rather than labeling yourself as an anxious person.
Work with what shows up.
As human beings we typically move towards what feels good and avoid what doesn’t, frequently missing what we feel neutral towards. Instead of moving toward the positive or trying to push difficult emotions away, bring a gentle curiosity to both. Notice your reaction without judging it. Reflect on the nuances of perceptions of positive, negative and neutral. Is there an associated response in the body? Tension or lightness? Bring mindful awareness to whatever arises.
It’s not Forever.
Recognising the impermanence of all emotions is key. Mindfulness teaches us that emotions are just mental events with a short life span. Ask yourself what you need in order to manage that emotion in this moment.
Reflect on what is really going on for you. Is there historical stuff or emotional baggage that has led to this emotion? Your response might be appropriate, now you’ve investigated you’re in a better position to choose how to respond effectively and skillfully.
Practice on a regular basis.
When you develop the capacity to face difficulty you are able to make more skillful choices. Mindful awareness of challenging situations gives us the opportunity to defuse difficult thoughts and emotions and create distance. With that distance we can choose our response rather than falling into habitual knee – jerk reactions.
Difficulty is part of life, it isn’t going anywhere soon but the good new is that resilience isn’t an absolute. Changing over time it can grow, be learned and developed. For more information on how to build your resilience check out our other blogs, our free ‘Build Your Resilience’ webinar or come to one of our resilience training courses, we’d love to see you there!
To find out more about building resilience or resilience training contact us at email@example.com
Profit? Loss? Return on investment? How about compassionate leadership as an organisational metric? We give you the skinny on why it might not be as counterintuitive as it sounds.
Working in a compassionate workplace impacts positively upon our levels of stress and ability to maintain resilience, reducing burnout (Figley 1995). The corollary of this is an improved ability to care for colleagues, direct reports and clients (Lilius et al. 2011). The impact of compassionate leadership also influences employees’ perception of their colleagues and the organisation generally. Suggesting compassion is good for business and for employees.
Lilius et al. (2011) found that when employees perceived that direct line managers were concerned about their wellbeing they reported feeling more engaged and happier at work. Employees were also less likely to leave the organisation resulting in a reduced staff turnover.
From Good To Great
Compassionate leaders have the ability to make workplaces more enjoyable and less stressful places to be. Fredrickson et al. 2000 found that when subjects experienced positive emotions their heart rate and blood pressure is lowered. Psychological distress was also observed to decrease. As Wallace Bachman’s (1988) military based research found, sometimes nice guys really do finish first. In ‘True North’ Bill George (2007) describes this compassionate leadership style as “transforming a workplace from ‘I’ to ‘We.’” Providing an environment where leaders leave behind the cut throat competition along with their ego’s to provide a workplace space were individuals are supported and developed by leaders. Collins (2001) describes this as what he considers a ‘Level 5’ leadership skill, consisting of motivation and humility. These leaders, Collins states move individuals, teams and organizations from ‘good to great.’
So are YOU a compassionate leader? Visit our resources page to find out more.
To find out more about compassionate leadership or compassion training contact us at firstname.lastname@example.org