Pulse September 2020 - Page 65

“A compassionate leader is one who connects with, who cares about and who shows concern for the people element of the business through their daily habits and interactions.” In contrast, those who reported low compassionate leadership felt more scared, distressed and disengaged. l Compassion boosts productivity: 70 percent of respondents who experienced compassion from their leaders were more productive than those that did not. l Compassion breeds compassion: Over 65 percent of respondents felt that experiencing compassion helped them connect with others in the workplace and resulted in a stronger sense of belonging and an increase in supportive behaviors from others at work. It is imperative that leaders in times such as these demonstrate compassionate leadership and make the time to both tune into their own personal fears and anxieties and then tune outward to help their spa associates and colleagues grapple with their own reactions and concerns. Being a compassionate leader is more than just asking the question “How are you doing?” First, in today’s climate that question leaves countless people stammering for an answer. Second, if you have no time to listen to the answer, you can do more damage by asking the question then by not asking it at all. A compassionate leader is one who connects with, who cares about and who shows concern for the people element of the business through their daily habits and interactions. If you want to unleash creativity and innovation necessary to navigate a crisis and emerge healthy on the other side, here are five ways you can bring your community together to start to move forward and to lead with compassion. 1. Recognize As a leader you need to create a space for you and your team to recognize what is going on both within you and around you. We talk about the spread of the virus, but it can also be difficult not to “catch” the anxiety and negativity that is multiplying even faster than the virus itself. Start by letting employees acknowledge how they are feeling—stressed, overwhelmed, lonely, frustrated, etc. By articulating these feelings, we create room to make grounded decisions from a place of choice rather than reaction. We bring genuine presence to the workplace and work wholeheartedly. I also love using the Enneagram tool when I am consulting with teams, because it allows the team to discuss how their “type” responds to stress and what they can do to realign themselves back to a more harmonious place of calmness. For instance, if you are familiar with the Enneagram 3 Type—typically an achiever or goal-oriented, driven person—when they are stressed, they tend to procrastinate and distract themselves with meaningless activities. Therefore, when talking with a Type 3 individual, I would start to ask how this is showing up in their work and/or their life, and what is the specific thought that is keeping them from moving forward with confidence. After that, we would create a “next thing” action plan, meaning what’s the one “next thing” they need to do, and then keep going from that thing. As a leader, you have to meet your employees where they are and be vulnerable enough to discuss your feelings and experiences as you navigate the storm with your team. SEPTEMBER 2020 ■ PULSE 53