In today’s fast-paced corporate world, leadership often revolves around efficiency, authority, and procedures. These aspects create a sense of safety and reduce risk in a world where we simply cannot process all the chaos that surrounds us. However, after more than 20 years of growing as a leader, my perspective is much different lthan when I first began leading teams in my CPA firm. Through leading my peers, the next generation, and even my superiors, I’ve found that compassionate leadership can have the biggest and quickest impact on employee engagement, collaboration, and overall team results. It’s not just a soft skill; it’s a powerful approach that can transform teams into collaborators who take joyful actions that lead to sustainable success.
Jeff Weiner, former CEO of LinkedIn, said great leaders find alignment between what employees want to accomplish and what they want employees to accomplish, and they explain why it’s such a strong fit.
I remember a time in my career as a senior manager when we had a team that was in utter disarray. Accusations were being made, whispers filled the hallways, side glances were exchanged in meetings, and there were even a few loud disagreements, if you know what I mean. The leadership handled this situation in the best way they knew how—by setting clear expectations, communicating the process of dealing with complaints, letting everyone know that the leaders’ doors were open if they needed to talk, and even providing extra counseling to the team. These all sound like reasonable and logical steps in resolving conflicts within the team. There wasn’t anything inherently wrong with any of it, yet the result, after all the efforts, was that the team fell apart, and one by one, the members of the team began leaving the company.
The team members had lost respect for each other, and when they turned to the executives for guidance, they were met with responses like, “Follow the process we have given you,” “Do better going forward,” and “If you need to vent, come to me, not the other team members.” Growing up in a corporate culture where we just did what the last leader did and tried to hang on as best we could, I completely understood why this seemed like a good approach. The problem was that it didn’t take into account the actual situation, the individuals involved, or the deeper reasons the team was having problems. No one really listened to the individuals on the team or sought to understand why they were upset, frustrated, or angry. There was no empathy for what they had experienced, and the communication lacked genuine care for the team’s concerns.
Don’t get me wrong—I’m not saying that compassion is the only important aspect of conflict resolution. What I am saying is that for too long, we have focused on knowledge and logic to characterize great leadership. Research now supports that other important aspects of leadership, such as compassion, are worthy of serious consideration. Jeff Weiner also said, “Wisdom without compassion is ruthlessness, and compassion without wisdom is folly.” I believe this perfectly captures what some of those team members felt about the leadership during their troubling time. Although the leadership wasn’t actually ruthless, they appeared that way to the team because they didn’t intentionally lead with compassion, and therefore, they couldn’t find the joy in leading through hard times. Leading when it’s hard can be some of the most rewarding times if we can release our need to control and lean into our innate sense of being human.
Compassionate leadership means putting yourself in the shoes of others, even when you feel criticized or misunderstood. It’s about seeing situations from the other person’s perspective rather than imposing your will as a leader. When you take the time to understand what your team members are feeling and experiencing, you can address their concerns and motivations more effectively, getting to the real problem instead of merely addressing surface issues. Leading when it’s hard can be some of the most rewarding times if we can release our need to control and lean into our innate sense of being human. Rules and procedures can provide guidance and protection from risk, but compassion in consideration of those rules will connect your workforce to its leaders, developing deep trust and fostering a solid foundation for a joyful workplace.
There are three key areas where compassionate leadership makes a significant impact:
To conclude the illustration I mentioned earlier, the story does have a happier ending. Although we didn’t save all the members of that dysfunctional team, we did regroup, rebuild, and, with the help of these and other compassionate leadership principles, we formed a solid new team that emphasized the things we loved about what we were doing, starting from a place of what would bring us the most joy. This team completed their project under budget, met the deadlines, and one individual even achieved a promotion due to the team’s effectiveness. At the end of the day, we started with compassion and joy, and the result was that the individuals felt valued and excited to work toward common goals. When employees feel cared for and valued, they show up with the energy and focus needed to complete difficult tasks, leaving with a sense of accomplishment and pride in their work. It’s a unique experience to feel this way about your work and your team members, and employees don’t want to give that up. So, they stay longer and are motivated to innovate for more creative solutions.
Compassionate, joyful leadership isn’t just a nice-to-have; it’s essential for creating teams that thrive. By leading with empathy, listening, and thoughtful communication, you can turn your organization into a place where people feel valued, connected, and motivated to do their best work. As a consultant and coach, I aim to continue creating environments where compassionate leadership is the standard, not the exception, because I’ve seen the difference it makes—not just in the workplace, but in the lives of the individuals who work there.
Jennifer Cavender is the Founder of Robin Advisors and a Director for JOYELY, where she is dedicated to bringing joy, resilience, and results to organizations. With decades of experience as a CPA and a deep understanding of human behavior, Jennifer is known for her compassionate leadership style and commitment to excellence. Outside of her professional endeavors, she prioritizes health and wellness and is a loving mother, wife, and friend. Jennifer is passionate about making a meaningful impact in the lives of others and is honored to be part of a community focused on joy and well-being worldwide.
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