One of the things I have observed is the value – and the danger – of compassion as a hallmark of those who lead.
This week I introduce the topic by defining compassion. Over the next couple of weeks I will look at the virtues and the risks of compassion-centered management as a primary stimulus in leadership decision-making.
So…what is compassion? A definition from a web-based dictionary states the following:
Compassion: [kuh m-pash-uh n] : noun
- a feeling of deep sympathy and sorrow for another who is stricken by misfortune, accompanied by a strong desire to alleviate the suffering.
By implication, a compassionate leader is a person who cares about the challenges faced by another or others and seeks to apply their leadership ability in a manner that brings some degree of relief to the situation.
As a starting point, let’s ask ourselves a couple questions: Am I a compassionate leader? Do I want to be more – or less – compassionate? Why or why not?
In the weeks ahead I will examine some of the positive aspects of this attribute, as well as some pitfalls.