I agree that a compassionate leader emphasizes the importance of their team and places a lot of heart into emotional intelligence. It is important to recognize the efforts of others, and treat them with the same level of respect as each human being. Maybe I'm a little confused as to what a compassionate-type leader is - if there is such a thing - but I do believe compassion is important for all leaders.
We believe in behaviors. So when we speak of compassionate leaders, we wouldn’t use it as a principle based architecture for leadership… we instead look to surface the behaviors of admired leaders.
You rightly point out that compassion would be a faulty overriding framework for all leadership action.
In hospitality, an employee’s difficult moment—a loss, an illness, a personal crisis—is often a tough moment for employers too. The expectation is often a transactional response, a schedule adjustment, or, at worst, frustration. But showing up in these moments isn’t about today’s shift—it’s about long-term trust. Employees remember who acknowledged their hardship, who offered support without hesitation. Those are the bonds that keep teams together, long after the crisis has passed.
I agree that a compassionate leader emphasizes the importance of their team and places a lot of heart into emotional intelligence. It is important to recognize the efforts of others, and treat them with the same level of respect as each human being. Maybe I'm a little confused as to what a compassionate-type leader is - if there is such a thing - but I do believe compassion is important for all leaders.
Hi Robert.
We believe in behaviors. So when we speak of compassionate leaders, we wouldn’t use it as a principle based architecture for leadership… we instead look to surface the behaviors of admired leaders.
You rightly point out that compassion would be a faulty overriding framework for all leadership action.
Good morning,
I agree with the importance of compassion and love for your team.
This specific example requires a situation based approach. Yes, some team members may appreciate this course of action. Others will detest it.
To be honest, I believe it is important to keep work work and home life just that. Yes give your people time off to mourn, etc...
In reality though (something we often forget), it's our family and friends who are there for us.
Our job is just that. If we're canned tomorrow, or even quit. They'll go on with their lives. None the wiser. That's the way it is supposed to be.
Some of the best advice given to me, from two team members who quit our organization, was to quit trying to be their dad/mentor.
Generation Z folks are constantly teaching me something new. This was one of my more humbling moments.
If you want to have that impact on someone, turn that energy to volunteer work.
Thank you for your time.
In hospitality, an employee’s difficult moment—a loss, an illness, a personal crisis—is often a tough moment for employers too. The expectation is often a transactional response, a schedule adjustment, or, at worst, frustration. But showing up in these moments isn’t about today’s shift—it’s about long-term trust. Employees remember who acknowledged their hardship, who offered support without hesitation. Those are the bonds that keep teams together, long after the crisis has passed.
Well said!