In the ever-changing political and corporate landscape, many large organizations are reevaluating their diversity, equity, and inclusion (DEI) initiatives. Some are rebranding them under new titles, while others are scaling them back or even eliminating them altogether.
As political environments shift, the pendulum swings accordingly. While representation is vital, DEI efforts sometimes become performative rather than transformative. True inclusion must go beyond policies and be demonstrated through authentic leadership. Regardless of policy changes dictated by political climates, one truth remains steadfast: inclusion and belonging are fundamental human needs.
As humans, we are inherently vulnerable. To operate effectively, we must feel psychologically safe. You may have heard of Google’s famous ‘Project Aristotle,’ a two-year research study aimed at uncovering what makes a successful team. The key finding? Psychological safety. This might not be surprising to many, but for a company like Google—an organization that attracts some of the most highly educated and professionally accomplished individuals—it was a crucial revelation. As Harvard professor Amy Edmondson has pointed out, even the best minds seek psychological safety to perform at their highest potential.
So, what exactly is psychological safety, and how can leaders cultivate it? Psychological safety is the assurance that individuals can express their thoughts, ideas, and concerns without fear of retribution or humiliation. It fosters an environment where people feel valued, heard, and empowered to contribute authentically.
Psychologically safe environments transcend gender, creed, class, and sexual orientation. However, individuals from different backgrounds may require varying levels of support to feel free and confident in expressing their ideas. It is the responsibility of leaders to ensure all voices are included and encouraged to contribute equally. When people feel heard, seen, and valued, they are more engaged, innovative, and effective in their work.
Compassionate leadership is integral to fostering psychological safety. Eastern traditions, particularly Buddhism, emphasize compassion (karuna) as a core virtue of being human. The first Noble Truth of Buddhism acknowledges that suffering is inherent in life. Compassion—etymologically derived from "suffering (passion) together (com)—is a way to alleviate this shared experience. Compassionate leadership involves more than just understanding others; it requires active engagement, presence, and an openness to diverse perspectives.
The ACE Model of Compassionate Leadership
Compassionate leadership can be understood through the ACE model, which includes three essential qualities:
Action: Compassionate leaders take ethical, systemic actions that benefit not just a select few but the entire system. They do not work only for the fruits of the trees but also for the trees, forests, and the planet. They think beyond immediate gains, considering long-term sustainability. For example, Paul Polman, former CEO of Unilever, championed sustainable development and embedded environmental responsibility into corporate decision-making, ensuring that business success aligned with planetary well-being.
Curiosity: Compassionate leaders do not adopt a "know-it-all" mindset. Instead, they cultivate curiosity and foster learning cultures where individuals thrive. By encouraging diverse perspectives, they drive innovation and collective intelligence. For instance, Tony Hsieh, the late CEO of Zappos, implemented the Holacracy model, enabling a transparent decision-making process where employees could freely share feedback and ideas, creating a more inclusive and adaptive workplace.
Empathy: Compassionate leaders embody empathy in decision-making and interactions. Their approach aligns with Kant’s categorical imperative—treating others as they would like to be treated. They balance clarity and fairness in their leadership, ensuring difficult conversations are handled with respect and inclusivity. A great example is Jacinda Ardern, former Prime Minister of New Zealand, who was praised for her empathetic leadership during crises, including her response to the Christchurch mosque attacks and the COVID-19 pandemic.
In a truly inclusive environment, no single group dominates at the expense of others. A reflection of good governance—whether in business or society—is how well minorities and marginalized groups are treated. Leaders who prioritize psychological safety and compassionate leadership do more than manage teams; they create cultures where individuals thrive, collaborate, and reach their full potential.
As organizations navigate political shifts and evolving corporate priorities, one principle should remain non-negotiable: the human need for inclusion, safety, and compassion. True leadership is not about adapting to external pressures but about cultivating an environment where every individual feels empowered to contribute and succeed.
MQ Learning is a top-tier Swiss EduQua-certified educational Academy. We specialize in cultivating humanistic skills for the digital age. Check out our program of Leading with Psychological Safety.
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