Great leadership, decision-making, and communication abilities are often top on the list of qualities we think of as qualifications for the C-suite. But what about compassion? Not at all. Yet, in my experience as an executive coach, I believe compassion, especially self-compassion, is one of the most important and underappreciated corporate leadership abilities.
Even the most accomplished and seasoned company executives, like everyone else, make errors. But, it is their capacity to push aside negative self-talk and self-criticism and forgive and move on that truly distinguishes them. So, what exactly is self-compassion in business, and why is it so crucial? Let us investigate.
In business, what is self-compassion?
“Treat others as you would like to be treated yourself.” That’s a common proverb to promote empathy, but the fact is that many individuals are considerably more critical of themselves than they are of others. But what if we treated ourselves with the same attention and kindness that we do our coworkers and colleagues?
When you encounter a setback at work, self-compassion is giving yourself a break and treating yourself with respect and empathy. Berating oneself is a normal reaction for many individuals when they make a mistake, yet doing so might lead to missed learning opportunities.
It may also lead to difficulties like procrastination (membership needed), avoidance tendencies, and a poor self-esteem, all of which can stymie your personal development.
Instead, practising self-compassion helps you to take a step back and reflect on your actions with kindness and honesty. You don’t ignore or dismiss mistakes; instead, you recognise that you made them, assess what went wrong, and identify positive and constructive remedies.
What is the significance of self-compassion at work?
Self-compassion is vital because it, simply put, makes you a better leader. According to research, self-compassionate leaders have more:
• Emotional intelligence. Studies show that leaders who exercise self-compassion are more emotionally intelligent, more able to remain calm under pressure and typically experience more happiness and optimism.
• Resilience. Self-compassion is not the same as giving yourself a free pass. Research shows that self-compassionate people have standards that are just as high as those who lack self-compassion, but they’re less likely to be unproductively harsh on themselves if they don’t meet them. Self-compassion acts like a buffer and allows you to bounce back and move forward productively after a mistake.
• Compassion toward others. Perhaps not surprisingly, people who are more compassionate toward themselves are also more likely to be kind and nonjudgmental to others. Therefore, leaders who exercise self-compassion are able to build psychologically safe and trusting teams that are more engaged and perform at a higher level.
• Success. Rather than avoiding challenges due to the fear of failure, leaders who are more self-compassionate are happy to take risks and are more likely to formulate plans to help them grow personally and reach their goals.
• Integrity. According to research, there’s also a strong correlation between self-compassion and accountability. That suggests that self-compassionate leaders can take responsibility and do the right thing, even when making difficult decisions.
How can you improve your self-compassion at work?
The case for being more self-compassionate is compelling, and like any talent, it is one that can be honed with time. Accepting what you’re experiencing and being conscious of how you respond are central to the practise.
When you practise self-compassion, you understand that a situation is difficult and acknowledge how you’re feeling. The important distinction is that you treat yourself with the same warmth and care that you would treat a dear friend.
If your professional life suffers a setback, ask yourself:
• Am I keeping my thoughts and feelings in perspective, or am I needlessly berating myself?
• Am I showing myself the same care and understanding that I would show a colleague or friend?
• Am I clear about what went wrong and why?
• What can I do to correct things and make sure similar errors don’t happen again?
It’s also crucial to seek for support when you need it and to have someone you can rely on. When we need help, the further up the chain we go, the fewer individuals we may feel we may approach inside the immediate firm. Business executives are frequently helped by a mentor, executive coach, or consultant. A “critical friend” no matter who they are, is a great resource; impartial support and challenge may help you understand what went wrong as well as why and how you can prevent it from happening again.
Practicing self-compassion in this way and taking a step back will help you turn losses into valuable lessons that will help you succeed in the future.
Source: Marian Evans
