In this month-long celebration of my first book “Leadership Vertigo”, I’ve had the distinct pleasure of having some of the top leadership experts – Doug Conant, Liz Wiseman, Jim Kouzes, and Barry Posner – share their insights about three of the four leadership principles discussed in my book. For this next entry in this special leadership series, I’d like to discuss the fourth leadership principle “Drive Compassion”.
A few years ago, I wrote a piece based on a tweetchat I hosted looking at the importance of empathy in leadership. Although I wrote it many years ago, it continues to be shared in various social media channels, no doubt due to our increasing awareness of the importance of empathy to leadership roles in today’s global environment.
Of course, the interesting thing about empathy is that it’s not that difficult for us to exhibit. Indeed, research from the neuroscience field has demonstrated that we’re actually hard-wired to empathize with those around us, thanks to a neural network called mirror neurons.
And the clearest example we can see of our hard-wired tendency for empathy comes from how we react to news of natural disasters or atrocities committed by other humans. Even though we may not be directly impacted by these events, it nonetheless causes a deep emotional response. While our rational mind might view these events as being not our concern, our empathy makes it so that we can’t help but feel concern and care for those we don’t even know.
But if we’re hard-wired to empathize and consequently, to exhibit compassion to those around us, how come we don’t see evidence of this behaviour in the workplace? Why are so many workplaces suffering from a lack of human compassion, connection, and shared belonging? And perhaps more importantly Click here to continue reading »