Empathy is the capacity to resonate with another’s suffering. When we rush to fix, we bypass that resonance; when we remain stuck in it, we cannot move to compassion. Compassionate leaders engage this uniquely human capacity with discernment and boundaries, enabling wise, sustainable compassionate action.

Interpreting generously is the second step in the four-step process of compassion. When we notice suffering, we immediately begin making meaning. Compassionate leaders slow down, recognize shared humanity, and resist blame or distance, creating conditions for wiser, compassionate responses at work. (This is the second in our four-part series on The Elements of Compassion)

Compassion begins with noticing. In a time of rising pressure and fatigue, leaders can often turn away from difficulty or get overwhelmed by it. There is a third way: steady presence. By noticing early signals, creating psychological safety, and seeing clearly without rushing to fix, leaders reduce anxiety, prevent escalation, and lay the groundwork for wise, compassionate action. It is the first in our four-part series on compassion.

At every turn, it feels like we're at each other's throats. Headlines showcase another argument, another fight, another cycle of division. The temptation in these moments is to fight back – to defend our position with equal force, to escalate. But that only intensifies the violence. That only deepens the fractures. What we need instead is cooperation and collaboration.

Compassionate action is where awareness, generous interpretation, and empathy take shape in the real world. True compassion calls us to act with both nurturing care and courageous resolve. While we cannot eliminate all suffering, we can respond with intention, offering what is possible. In organizations, compassionate action is the bridge between values and practice.

Compassion begins with awareness. Yet, awareness alone is not enough. To truly embody compassion, we must take the next step – connection, the bridge that transforms our awareness into meaningful action. It requires the belief that a person – whether a colleague, friend, or stranger – is worthy of our attention and care, what Monica Worline and Jane Dutton refer to as “interpreting generously.”

Compassionate leaders know that quality connections are the building blocks of stronger relationships, and strong relationships lead to greater creativity and flourishing at work. Building high-quality connections flows from a focus on three key elements: positive regard, vitality, and mutuality. Explore how you can deepen your connections.

This time of year invites reflection, planning, and setting intentions for the year to come. Compassionate leaders know there is space between where we are and what we wish to have happen. In those gaps exist objectives, goals, and strategies. In the same space is also room for compassion for ourselves and others. What could next year look like through the lens of curiosity for your leadership?

Compassion has the power to help employees flourish and create stronger, more innovative organizations. The evidence is clear. Creating compassionate organizational environments leads to significant benefits for the organization: lower turnover, higher employee engagement and satisfaction, greater creativity and innovation, and higher-quality connections with deeper trust. But, there is one big catch…

The crises the world is facing – climate change, substantial healthcare and income inequities, ongoing regional conflict and war – are substantial, and call for decisive responses. When we explore compassion, our own intentions, and our power to lead real systems change, we see that compassion offers the power and strength that are necessary to confront the biggest challenges in the world today.