WELLBEING Compassionate Leadership
In his regular column for Education Today this month Mark Solomons, CEO of School Wellbeing Accelerator discusses the importance of compassion.
misunderstood – tough decisions still need to be made, poor performance addressed - this can still be done with compassion. Here are a few myths to bust:
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orking in the education sector continues to be highly stressful and demanding, and leading with compassion is essential. If leaders model compassion, it builds trust, creates a more positive workplace and leads to a culture where the wellbeing of staff is at the centre.
The Royal College of Psychiatry describes compassion as ‘a sensitivity to distress, together with the commitment, courage, and wisdom to do something about it’ (Cole-King & Gilbert, 2011).
As an educator and school leader, how often do you reflect on your leadership style and the impact this has on those around you? Is compassion something you recognise and practise; having this as a behaviour can transform relationships, build a better working environment and help foster greater wellbeing.
Compassion also has significant mental and physical benefits:
‘The giving and receiving of compassion has major beneficial impacts on human physiology, including on the immune and cardiovascular systems, neurophysiological pathways and even epigenetic profiles.’ (Seppälä et al., 2017)
What is compassionate leadership? Compassionate leadership means putting the needs and struggles of others on an equal footing with one’s own. It places the emphasis on both people and outcomes, encouraging high performance through empathy, understanding and support.
Why does it matter?
As well as building trust, it reduces the likelihood of staff burnout. Staff who can turn to leaders in times of difficulty or crisis are less likely to leave the profession than those without a strong support system. The latest Teacher Wellbeing Index, from Education Support, shared that only 37% of
staff felt that they would be able to disclose problems with mental health or unmanageable stress to a school leader, and just 45% of teachers reported they felt fully trusted by their line managers. However, 66% of those who felt trusted, recognised this as having a positive effect on their wellbeing.
Becoming a compassionate leader Like any skill or behaviour, compassionate leadership needs to be developed, it is a learning process. Inevitably you will misread situations and make mistakes, but it is also important to exercise compassion on yourself. It comes down to building small everyday habits: the way that you treat and talk to people, and the attitude you bring to the room.
As part of this there are specific things you can focus on, for example: • Encourage kindness: Being kind makes everyone feel better. Research by the Mental Health Foundation (2020) consistently highlighted links between kindness and greater feelings of happiness, wellbeing, and life satisfaction for people of all ages. Those on the receiving end of kindness are encouraged, while the person being kind, experiences a boost in self-esteem. • Be present and caring: Being there when staff need you, matters. Making time can be a challenge, plan availability into your calendar, even a short time each day adds up. Check in with staff and ask how they are doing. Make a note of important information and follow it up – if a parent or child is ill and you ask after them later, it makes a difference • Own your mistakes and shortfalls: Take ownership of your mistakes, show humility and use these as learning opportunities.
Common myths about compassionate leadership
There is significant benefit from being a compassionate leader, yet it is often
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Myth: Compassionate leaders are weak and simply take the consensus route rather than make tough decisions. Truth: Compassionate leaders make tough decisions, but consider the feelings and needs of others and what’s best for their organisation. They explain the ‘why’ behind what they have done. Myth: Compassionate leadership does not encourage high performance. Truth: Compassionate leadership encourages better performance - staff who feel cared for, will give greater discretionary effort and are likely to ‘go the extra mile’. Myth: Compassionate leaders do not enforce school policies and procedures. Truth: Compassionate leaders ensure these are adhered to in a way that brings staff with them, evaluating the appropriate response in each individual situation.
Finally, workplace culture experts, Great Place to Work, have identified 8 elements that help create a positive organisational culture, and sit at the centre of compassionate leadership: Credibility: Staff know that you are worth your word. Respect: Staff and leaders treat each other with respect and dignity. Fairness: Staff believe that leaders make decisions fairly and without favouritism. Pride: Staff and leaders are proud of where they work and what they do. Belonging: Everyone feels they belong and have an important role to fulfil. Effective leadership: Leaders are invested in building a strong culture. Values: All team members share the same values in regard to how others are treated and how classrooms are managed. Innovation: Leaders and staff embrace innovation and the positive changes it can affect.
In reviewing these, it is about how leaders deliver them that is key. For example, embracing innovation, such as we are seeing now with AI, means understanding individual needs with compassion and addressing them. Cultivating a school culture where compassion and kindness are prioritised, fosters greater staff wellbeing. It also provides an example for pupils of caring for others and doing the right thing. As a school leader, you can help to shape a compassionate culture in your school and the wider school community.
For further information, support and advice about creating a culture with staff wellbeing at its centre, please contact
uwelbee.co.uk
October 2023
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