With burnout rising, employee engagement falling, and and people continuing to quit their jobs even in the midst of economic uncertainty, organizations must sharpen their focus on employee retention. While compensation and benefits are an important part of retaining employees, the source of lasting loyalty to an organization is typically something deeper.<\/p>\n
Think of someone who was a mentor in your life \u2014 perhaps when you were young or early on in your career. They saw you for who you really are and selflessly gave you the help you needed. If that person were to text you with an urgent plea for help, would you drop everything for them? Of course you would. That\u2019s loyalty. Loyalty is not something you can buy; it is a deep connection in which you feel valued and supported. They have your back. It is rooted in human connection, and it is priceless.<\/p>\n
Recent evidence supports this. Contrary to what many employers currently believe, the recent wave of employee attrition has less to do with economics and more to do with relationships (or lack thereof). The data support that employees\u2019 decisions to stay in a job largely come from a sense of belonging, feeling valued by their leaders, and having caring and trusting colleagues. Conversely, employees are more likely to quit when their work relationships are merely transactional. So, how do leaders foster more meaningful relationships in organizations and inspire loyalty? In a word: compassion.<\/p>\n
The Science of Compassion and Serving Others<\/strong> In our research, we curate empirical evidence on topics that people often relegate to the domain of \u201csoft skills.\u201d We examine moral\/ethical or emotional\/sentimental concepts, like compassion, through the lens of science. In the health care industry, for example, our results show that compassion matters not only in meaningful ways, but also in measurable ways. One finding was especially striking: Among health care workers, showing more compassion is associated with less burnout. That is, compassion can have powerful beneficial effects not only for the receiver of compassion, but also for the giver.<\/p>\n Our latest research extended these findings beyond the health care industry to everybody, everywhere. In our book, we examined the impact of kindness on one\u2019s own health. Rigorous research supports that being a giving, others-focused person is linked with a longer life, and can buffer the effects of stressful events on mortality risk. Specifically, kindness can reduce risk factors for cardiovascular disease, including counteracting high blood pressure. Kindness and compassion may also help us maintain vitality and cognitive function as we age. Focusing on selfless acts has even been shown to have pain-relieving effects. Numerous studies show that selfless giving to others is associated with happiness, well-being, resilience and resistance to burnout, fewer depression symptoms, and better relationships.<\/p>\n But what about professional success? The old-school theory that \u201clooking out for number one\u201d will get you the corner office is not actually supported by the evidence. In a longitudinal study from the University of California-Berkeley\u2019s Haas School of Business, the authors used validated research scales to assess the personality traits of people entering the labor market. After 14 years, and controlling for demographic and corporate factors, those who were selfish, aggressive, and manipulative were less likely to move up the ranks. Instead, those who were generous and agreeable were more likely to be promoted to a position of power. A University of South Carolina study that surveyed representative samples of the general population in the U.S. and European countries across a wide range of income levels found that people with \u201cprosocial motivation\u201d \u2014 i.e., those who are kinder and more generous \u2014 tend to have higher incomes compared to selfish people. A Canadian study assessed the personality traits of nearly 3,000 kindergarteners and followed them for ~30 years. They found that among men, independent of IQ and family background, those who showed the most kindness to others in kindergarten had significantly higher annual earnings compared to those who were aggressive or oppositional.<\/p>\n Right now you may be thinking: Since kindness is a great way to get ahead, I\u2019ll fetch coffee and write birthday cards for everyone at work, and watch my star rise! Not so fast. Research also shows that motives do matter. If you display kindness or compassion to others for strategic or selfish reasons, you might as well forget it. Research shows that you have to be authentically altruistic \u2014 not strategically helping others or forced into it \u2014 or it won\u2019t work. Instead of thinking \u201cgive-to-get,\u201d the data supports a mindset of \u201clive-to-give.\u201d<\/p>\n Leading with Compassion<\/strong> Compassion is a vital component of effective leadership. People\u2019s brains respond more positively to leaders who show compassion, as demonstrated by neuroimaging research. Creating a compassionate culture has been linked with lower employee emotional exhaustion (one of the elements of burnout) as well as lower employee absenteeism from work.<\/p>\n Author Simon Sinek describes that when leaders focus less on being \u201cin charge\u201d and more on taking care of those who are in their charge, that\u2019s a sure sign of a compassionate leader. Numerous studies show that when leaders are primarily focused on the well-being of their employees, this is a strong predictor of employee job satisfaction, perceived organizational support, loyalty and trust in the organization, and retention. It also has been linked with improved employee job performance (by boosting employee motivation), and better team performance.<\/p>\n Evidence-based Ways Managers Can Improve Their Compassion Skills<\/strong> Start small.<\/strong> Research supports that being more compassionate is not a major time commitment, so being \u201ctoo busy\u201d should not be an excuse. In fact, a Johns Hopkins study found that giving just 40 seconds of compassion can lower another person\u2019s anxiety in a measurable way. Further, a University of Pennsylvania study found that spending time serving others increases one\u2019s subjective sense of time \u201caffluence\u201d \u2014 the feeling that we have plenty of time and are not in a hurry.<\/p>\n Be thankful.<\/strong> You may have heard that an \u201cattitude of gratitude\u201d is good for you, but why? Meta-analytic research shows that gratitude makes us more others-focused and motivates us to serve others. A University of Toronto study found that in everyday life (e.g., the workplace) we have, on average, nine unique opportunities for compassion every day. Being thankful keeps our eyes open to these opportunities.<\/p>\n Be purposeful.<\/strong> We need to ask the right questions and avoid asking the wrong ones. When a colleague is struggling on a personal level, ask how you can support them. Instead of yes or no questions like \u201cDo you need help?\u201d or \u201cIs there anything I can do?\u201d (which often sound like an invitation to say \u201cno\u201d), try asking \u201cWhat can I do to be helpful to you today?\u201d, \u201cWhat can I do to make your day a little better?\u201d, or \u201cWhat can I take off your plate today?\u201d You\u2019ll be surprised how often asking the right questions in the right way will give you something actionable. One person one of us spoke with told us about the CEO at the big Silicon Valley technology company they used to work for. That CEO had a very intentional practice: Whenever he found out an employee was facing a difficult time like the loss of a family member or a scary diagnosis, he would drop everything and call that employee immediately to ask how he could support them. Again, ask\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad not \u201cif\u201d but \u201chow.\u201d \u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad<\/p>\n Find common ground.<\/strong> \u201cParochial empathy\u201d \u2014 i.e., being extra kind and compassionate with \u201cour own\u201d people who are similar to us \u2014 can reduce our compassionate behavior on balance overall because we sometimes end up treating others (what researchers call the \u201cout-group\u201d) a little worse. \u00ad\u00ad\u00ad\u00ad\u00ad\u00adIt also closes people off to a lot of opportunities to help and serve (think about yo\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00adur nine empathy opportunities per day). Try going out of your way to show compassion to colleagues outside of your immediate social circle, expanding your \u201cin-group\u201d as much as possible. At work, we\u2019re all on the same team.<\/p>\n \u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00adSee it.<\/strong> Celebrate compassion in your organization. When an \u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ad\u00ademployee goes \u201cabove and beyond\u201d to help someone else, let people know. Research shows that having a clear line of sight into others\u2019 goodness helps us realize that people in general are far more compassionate than we sometimes realize, and it inspires us to follow suit.<\/p>\n Elevate.<\/strong> Elevation is the state of emotional uplift that we feel when we bear witness to another person\u2019s compassion, moral excellence, or heroism. Elevation motivates us to be more compassionate and altruistic ourselves. But it cuts both ways; it only takes one toxic \u201cit\u2019s all about me\u201d person in the room to drag everyone else down. Research confirms that both compassion and rudeness are contagious. Therefore, be mindful that your behavior \u2014 and specifically your compassion (or lack thereof) \u2014 has a direct impact on others.<\/p>\n Know your power.<\/strong> Maybe you\u2019ve asked (or been asked) in an interview: \u201cWhat\u2019s your superpower?\u201d Imagine if compassion was your superpower. What could your career look like? What could your life look like? If you think it\u2019s not possible for you, don\u2019t get down on yourself or dismiss the idea. Know this: Contrary to popular belief, robust research shows that change is possible. Thankfully, all of us have the power to get better at compassion for others if we keep a growth mindset and are very intentional about it. We are all works in progress, but if we believe we can get better at empathy and compassion, we will. by <\/span>Stephen Trzeciak, Anthony Mazzarelli,\u00a0
\nResearchers define compassion as an emotional response to another\u2019s struggles that involves an authentic desire to help. It\u2019s distinctly different from a closely related word: empathy. Empathy is the sensing, feeling, detecting, and understanding component, but compassion goes beyond empathy by also taking responsive action. Think of it like this: empathy + action = compassion. When a colleague is going through a difficult time, meeting them in their time of need with compassion can be something they will never forget, and it deepens relationships.<\/p>\n
\nSo if serving others can be a \u201cwonder drug\u201d for your health, well-being, and career, can it also work for your organization? Sure, compassionate leadership sounds like the right thing to do, but is it also the smart thing to do? According to research, yes.<\/p>\n
\nSo far, we\u2019ve shared the \u201cwhy\u201d for compassion, but what about the \u201chow?\u201d Here, we offer a seven-part, evidence-based \u201cprescription\u201d for how leaders and managers can effectively grow their compassion skills at work (and everywhere else):<\/p>\n
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\nFor better talent retention and organizational performance, especially in challenging times, managers should recognize that compassion is not merely a \u201cnice to have.\u201d Rather, it\u2019s an evidence-based skill that is integral to leading effectively and holding teams together. Compassion not only belongs in the art of leadership; robust research shows that compassion also belongs in the science of leadership.<\/p>\n