– Maya Angelou
he last 365 days have certainly been transformative, both personally and professionally. I started a new position as dean of the College of Business at the University of Colorado, Colorado Springs (UCCS). I moved my family across the country during a national lockdown and started a new leadership role remotely. Transitioning to a new organization and community in the midst of a pandemic was no easy feat, but it provided the opportunity to reflect on what is most important. Staying true to my own brand of leadership has made for a successful onboarding experience.
Being a kind, compassionate and often empathetic person is part of my personal brand. I am not suggesting that I haven’t made tough decisions throughout my career. Leadership decisions are often coupled with their own consequences, but these decisions should be made with strategic intent and in line with an organization’s mission. Kindness, compassion and empathy do not run contrary to being an effective leader. In fact, they can distinguish you in the workplace.
When beginning a new leadership position, I always make time to invite key stakeholders to meet one-on-one with no formal agenda. It is simply a time to get to know these individuals and learn from their experiences and insight. Given that most of these meetings in my new role were held virtually, they afforded even more opportunity for personal connection as we were in each other’s homes and, as conditions presented, met a family member or pet dropping in on our workspace. In many ways, these meetings gave a richer experience than that which typically occurs in the office, and individuals felt more comfortable sharing their challenges balancing their competing responsibilities.
While I am the dean, I am also a faculty member in management, which keeps my faculty identity parallel to my administrative duties. As you rise through the ranks of academic leadership, the shared identity of faculty remains, as you typically have to go through the tenure review process again when joining a new university. For me, this collaboration of roles lends itself well to being a kind, compassionate and empathetic leader. I often feel the challenges and victories of my colleagues in a very personal way. As effective leaders assume greater responsibilities with professional growth and opportunities, they still connect with employees in earlier stages of their careers. This also helps identify who in those ranks might be high potentials to target for mentoring and development opportunities. While many organizations are struggling to stay connected in an often remote environment, the deliberate attention we pay to one another can contribute to more positive attributions toward work.
There is a great deal of uncertainty right now, and we should all be patient, and in some cases empathetic, of what we know (and often don’t know) about our colleagues’ personal and professional responsibilities. We have all been impacted by the pandemic on some level and each person’s situation is unique. In a world of uncertainty, I encourage you be the positive force for kindness and compassion in your organization.
1. Prioritize what really needs to get done right now.
Most organizations have more work than resources, so setting priorities can provide clarity to your team and streamline tasks. For example, as a college dean, student success and safety will always be my top priority and guide how other tasks are prioritized.
2. A little kindness goes a long way.
When faced with unkind, uncompassionate or unprofessional behavior, continue to stay the course and maintain the high road. Nothing is gained by provoking toxic or combative colleagues. Typically, when met with kindness and compassion, those colleagues do not find a receptive audience to their approach. In situations of unexpected change, give employees the ability to address their challenges and take care of what is needed.
3. Take time to actively listen.
A team that feels heard is a team that feels valued. Show others that their message is not only heard, but considered through engaging conversation. Be aware of the verbal and nonverbal cues of your team and facilitate open discussions. As a leader, you may not always have an answer to address a concern, but really listening can provide information useful to your own decision making and an opportunity to share with your team your own insight.
4. Exemplify calmness.
When the current environment is anything but calm, be a steady, reassuring voice for your colleagues. Be mindful of your reactions and approach situations logically rather than emotionally. There is nothing to be gained from your team watching you unravel; if needed, find a colleague who can provide support for your own reassurance.
These recommendations can be applied to help you manage your personal life as well. In my own household, I often choose between time for self-care, such as a workout or connecting with a friend, and daily responsibilities, such as taking care of household chores. I know I will be a lot more productive in my tasks if I prioritize my self-care first. Balancing our relationships outside the office, practicing active listening and remaining calm can support a good night’s sleep and help us recharge and refresh in order to tackle tomorrow’s challenges.
Approaching personal and professional relationships with kindness, compassion and empathy can improve all aspects of your life, as well as the lives of those around you. This approach can leave an enduring impact and differentiate your leadership style. There will always be circumstances out of our control, but it is the role of leadership to manage the unexpected.
