compassionate leadership practices
Ladders. Jungle Gyms. Plateaus. Mountain tops. All of these nouns are used to describe the things we can climb in our professional and personal journeys. The dots from here to there connect our choices and create our stories, both for ourselves and the organizations we steward. Like small children on a playground, we find ourselves wondering where, when, and what to climb...
As the world gets more complex, we grapple with ways to make sense of our place in its complexity. The temptation to think of situations as black/white or either/or is strong. Humans are programmed to seek clear answers – when we turn towards nuance and invite “yes, and…” into our responses as leaders, there are more opportunities for compassion in choices that better serve our organizations.
Organizations that prioritize compassion, safety, connection and belonging are still in the minority and countercultural to our traditional organizational and belief systems. The community of dedicated compassionate leaders who want to contribute to a more compassionate world still faces many challenges within mainstream work culture. How do we continue to stay resourced and motivated? Find out...
What do we think of when we think of enemies? We understand opposites and how they pull in directions that conflict with each other. It isn’t only opposites that can undermine your efforts. Consider the idea of a “near enemy” – something that seems like it should support an intention but actually weakens it. When it comes to compassionate leadership, there are many near enemies. Let’s explore...
Quiet quitting is the practice of meeting the requirements of the job and doing no more. Whatever the cause or interpretation of quiet quitting, it doesn’t address the root cause for all involved. Compassionate leaders are particularly well equipped to prevent quiet quitting or heal the troubles behind it.
