The Compassionate Leadership Challenge
March 2, 2022
In a recent Harvard Business Review survey of 300 leaders across various industries, 61 percent of the respondents shared that they are struggling to strike a balance between meeting employee needs while driving performance and results (Harvard Business Review).
After nearly two years of COVID fatigue and the emergence of the “Great Resignation,” the topic of compassionate leadership is buzzing across social media, leadership forums, and workplace conversations.
Understandably, employees are asking for more grace during a time in history where there are countless mental, physical, and emotional impacts on work performance and satisfaction. And when their needs aren’t being met, many are resigning.
As a result, managers are feeling high pressure to maintain employee retention while achieving strong business results in a competitive market and changing economy. Leaders are exhausted, confused, and losing steam.
According to the U.S. Bureau of Labor Statistics, 75.3 million workers were hired in 2021, and out of the 68.9 million that ended their employment, 47.4 million were voluntary resignations (CNN Business).
If nearly 70 percent of resignations last year were voluntary, what are the primary motivations?
In a September 2021 McKinsey report, “‘Great Attrition’ or ‘Great Attraction’? The choice is yours,” the top reasons for resignations cited by employees were not feeling valued by their organizations, not feeling valued by their managers, and/or not feeling a sense of belonging at work. Individuals who classified themselves as non-White or multiracial cited a lack of belonging more often than their White counterparts (McKinsey & Company).
Current research and data is making it overwhelmingly clear that organizations cannot put compassion, employee wellbeing, and inclusion on the back burner anymore. If they do, there is even a tangible impact to the bottom line.
Here’s the challenge: addressing burnout and retention is not an intuitive process for all leaders. On one end, some leaders focus too heavily on performance and results, neglecting the needs of their employees. On the opposite end, other leaders have a lot of empathy but avoid conflict and clear communication, hampering productivity. Both scenarios can lead to burnout and resentment, even for engaged and high performing employees.
The good news? With time, thoughtful planning, self-awareness, and consistent efforts, it is possible to maintain compassionate leadership while striving for excellence on your team.
Before we get into the “how” of this balancing act, let’s talk about why compassionate leadership is essential - and not just during a pandemic.
Compassionate leadership is key to building thriving teams and businesses. In fact, it is proven to improve trust and collaboration. Even better, compassionate leaders are perceived as stronger, more competent, and more likely to be promoted (Harvard Business Review).
But compassion on its own is not sufficient for the long term. Leaders must combine empathy with intentional action and communication. This ideal operating state is what Harvard Business Review refers to as wise compassionate leadership: “the ability to do hard things in a human way.”
Leaders must take the time to understand each of their employees’ needs and facilitate clear and kind conversations across the board. Goals and expectations should be communicated consistently, and everyone needs to be engaged and held accountable throughout the culture building process.
Here are my five tips for making compassionate leadership work:
1 - Make time for one-on-one meetings and listen to your employees
Don’t make assumptions, ask open-ended questions, and take notes. Avoid getting defensive or personalizing feedback. Remember your needs might be different than a person you manage, and their answers might surprise you.
Try asking: “What is one thing our organization could do for you that would make you feel healthier and happier at work?”
2 - Ensure the whole team is part of the solution
Far too often, leadership takes too much ownership of problem solving without listening to their teams or striving for accountability. As a result, employees do not feel included, have a harder time taking responsibility, and fail to be a part of the solution. Consider creating a values, culture, and wellness committee with a diverse group of employees from different departments and levels. Work together to develop a robust “menu tray” of solutions that reflect the needs of your whole team - not just a select few. Be honest when an employee’s behavior is dragging down the team’s progress, and don’t be afraid to give that person feedback.
3 - Get rid of the clutter
In order to free up time for consistent compassion practices, you also have to get rid of what’s getting in the way. I can’t tell you how many routine projects, reports, policies, and meetings I see at organizations that provide no tangible benefit to the staff or business. Let go of perfectionism and control, and focus on what matters. Ask your employees what systems are working for them, and which ones are not. Remember that just because something provided a benefit in the past, it doesn’t mean it’s a good fit for the team today - and that’s not a knock on you.
Try asking: “What monthly projects, deliverables, or meetings do you feel are not providing value to our team right now?”
4 - Create a culture that allows feedback to happen consistently and organically
Employee’s shouldn’t share about their struggles only when they’ve reached a point of complete burnout. Set up monthly communication systems that are consistent, realistic, and meaningful (I’m a big fan of biweekly check-ins with direct reports). Make wellbeing and performance standing agenda items at your check-in meetings instead of something that comes up once per year in an annual review. Send out an anonymous survey each month that asks employees to rate their wellness and share open-ended feedback. Include culture and values as part of your performance management systems.
5 - Remember to lead by example.
Employees are more likely to be vulnerable, compassionate, transparent, and solution-oriented if they have a leader who models the same behaviors. Psychological safety is key for a thriving workplace, and so is the emotional intelligence of leaders. Remind your team that you are human too, and let them know when you’re struggling and need support.
If the concept of compassionate leadership is newer for you (or something you want to work on), consider taking this free assessment or exploring The Wise Compassion Leadership Matrix to identify your current style. Draft monthly goals for moving into the second quadrant.
Remember, it’s important to make daily efforts to practice compassion and wisdom. If you’re someone who is conflict averse or has a hard time with tough conversations, practicing wisdom will go a long way. If compassion comes less naturally to you, start with extending compassion to yourself and to others in small but intentional ways.
On the toughest days, simply asking someone how they are doing, and letting them know you care about them will provide a boost. Your heart will thank you for it.
Resources
De Smet, A., Dowling, B., Mugayar-Baldocchi, M, Schaniger, B. (2021, September 8). The Great Attrition’ or ‘Great Attraction’? The choice is yours. McKinsey Quarerly.
Employee Wellbeing Is Key for Workplace Productivity. Gallup Workplace. 2022.
Hougaard, R., Carter, J., Hobson, N. 2020, December 4). Compassionate Leadership is Necessary - but Not Sufficient. Harvard Business Review.
Mortenson, M., and Gardner, H.(2022, February 16). Leaders Don’t Have to Choose Between Compassion and Performance. Harvard Business Review.
Rozovsky, J. (2016, November 17). The five keys to a successful Google team. re:Work.
Tappe, A. (2022, February 1). A record number of Americans quit their jobs in 2021. CNN Business.
