Compassionate Boss Quotes

Just so you know, you can be a boss type of lady, confident, classy, and compassionate towards others all at the same time.

The Art of Happiness. It’s about the teachings of the Dalai Lama … [who] explains it this way: picture yourself walking along a mountainous trail. You come across a person being crushed by a boulder on their chest. The empathetic response would be to feel the same sense of crushing suffocation, thus rendering you helpless. The compassionate response would be to recognize that that person is in pain and to do everything within your power to remove the boulder and alleviate their suffering. Put another way, compassion is empathy plus action.

A saint or monk can afford to be compassionate to all, but a leader or boss cannot always be kind. He may soon be without a job himself if he is unduly compassionate, and chances are, no one would show him any compassion then.

Being compassionate is actually very brave because it involves taking an honest look at your own self. In order to feel compassion towards yourself, you must be willing to face your pain instead of burying your head in the sand. That’s the essence of bravery.

1. Live (or work) in the moment. Instead of always thinking about what’s next on your to-do list, focus on the task or conversation at hand. You will become not only more productive but also more charismatic. 2. Tap into your resilience. Instead of living in overdrive, train your nervous system to bounce back from setbacks. You will naturally reduce stress and thrive in the face of difficulties and challenges. 3. Manage your energy. Instead of engaging in exhausting thoughts and emotions, learn to manage your stamina by remaining calm and centered. You’ll be able to save precious mental energy for the tasks that need it most. 4. Do nothing. Instead of spending all your time focused intently on your field, make time for idleness, fun, and irrelevant interests. You will become more creative and innovative and will be more likely to come up with breakthrough ideas. 5. Be good to yourself. Instead of only playing to your strengths and being self-critical, be compassionate with yourself and understand that your brain is built to learn new things. You will improve your ability to excel in the face of challenge and learn from mistakes. 6. Show compassion to others. Instead of remaining focused on yourself, express compassion to and show interest in those around you and maintain supportive relationships with your co-workers, boss, and employees. You will dramatically increase the loyalty and commitment of your colleagues and employees, thereby improving productivity, performance, and influence. These

Agents Rudolph and Devaney were kind and compassionate. Their boss in Florida worked directly under Von Raab, and it was during the course of these interviews that we learned the extent to which Von Raab had succeeded against insurmountable odds in weakening the drug operations. When George Bush, Sr. was head of the CIA, he oversaw this same southeast region through which CIA drug ops were established14. Overcoming Bush’s obstacles to unveil the drug operations was an enormous accomplishment considering he was officially US President at the time.

Setting boundaries and holding people accountable is a lot more work than shaming and blaming. But it’s also much more effective. Shaming and blaming without accountability is toxic to couples, families, organizations, and communities. First, when we shame and blame, it moves the focus from the original behavior in question to our own behavior. By the time this boss is finished shaming and humiliating his employees in front of their colleagues, the only behavior in question is his. Additionally, if we don’t follow through with appropriate consequences, people learn to dismiss our requests—even if they sound like threats or ultimatums. If we ask our kids to keep their clothes off the floor and they know that the only consequence of not doing it is a few minutes of yelling, it’s fair for them to believe that it’s really not that important to us. It’s hard for us to understand that we can be compassionate and accepting while we hold people accountable for their behaviors. We can, and, in fact, it’s the best way to do it. We can confront someone about their behavior, or fire someone, or fail a student, or discipline a child without berating them or putting them down. The key is to separate people from their behaviors—to address what they’re doing, not who they are.

The silence lengthened, becoming strained and awkward until it was broken by the goose’s imperious honk. Swift glanced at the massive bird. “You have a companion, I see.” When Daisy explained what the two boys had been doing with the goose, Swift grinned. “Clever lads.” The remark did not strike Daisy as being especially compassionate. “I want to help him,” she said. “But when I tried to get near, he pecked me. I expected a domestic breed would have been a bit more receptive to my approach.” “Greylags are not known for their mild temperaments,” Swift informed her. “Particularly males. He was probably trying to show you who was boss.” “He proved his point,” Daisy said, rubbing her arm. Swift frowned as he saw the growing bruise on her arm. “Is that where he pecked you? Let me see.” “No, it’s all right—” she began, but he had already come forward. His long fingers encircled her wrist, the thumb of his other hand passing gently near the dark purple mark. “You bruise easily,” he murmured, his dark head bent over her arm. Daisy’s heart dispensed a series of hard thumps before settling into a fast rhythm. He smelled like the outdoors—sun, water, grassy-sweet. And deeper in the fragrance lingered the tantalizing incense of warm, sweaty male. She fought the instinct to move into his arms, against his body…to pull his hand to her breast. The mute craving shocked her. Glancing up at his downturned face, Daisy found his blue eyes staring right into hers. “I…” Nervously she pulled away from him. “What are we to do?” “About the goose?” His broad shoulders hitched in a shrug. “We could wring his neck and take him home for dinner.” The suggestion caused Daisy and the Greylag to stare at him in shared outrage. “That was a very poor joke, Mr. Swift.” “I wasn’t joking.” Daisy placed herself squarely between Swift and the goose. “I will deal with the situation on my own. You may leave now.” “I wouldn’t advise making a pet of him. You’ll eventually find him on your plate if you stay at Stony Cross Park long enough.” “I don’t care if it makes me a hypocrite,” she said. “I would rather not eat a goose I’m acquainted with.

What It’s Like to Be a Six I’m always imagining and planning for the worst. I often don’t trust people who are in authority. People say I am loyal, understanding, funny and compassionate. Most of my friends don’t have as much anxiety as I do. I act quickly in a crisis, but when things settle down I fall apart. When my partner and I are doing really well in our relationship I find myself wondering what will happen to spoil it. Being sure I’ve made the right decision is almost impossible. I’m aware that fear has dictated many of my choices in life. I don’t like to find myself in unpredictable situations. I find it hard to stop thinking about the things I’m worried about. I’m generally not comfortable with extremes. I usually have so much to do it’s hard for me to finish tasks. I’m most comfortable when I’m around people who are pretty much like me. People tell me I can be overly pessimistic. I am slow to start, and once I do get started I find myself continuing to think about what could go wrong. I don’t trust people who give me too many compliments. It helps me to have things in some kind of order. I like to be told I am good at my job, but I get very nervous when my boss wants to add to my responsibilities. I have to know people for a long time before I can really trust them. I am skeptical of things that are new and unknown.

picture yourself walking along a mountainous trail. You come across a person being crushed by a boulder on their chest. The empathetic response would be to feel the same sense of crushing suffocation, thus rendering you helpless. The compassionate response would be to recognize that that person is in pain and to do everything within your power to remove the boulder and alleviate their suffering. Put another way, compassion is empathy plus action.

Once they were gone, Syn lifted his head to look at his Lieutenants. He knew how close he’d been to putting a bullet in that bastard’s head, because all he kept picturing were that man’s hands wrapped around Furi’s throat. Syn hadn’t lost control in a long time, and he wondered what that meant. How deep did his feelings for Furi run? “Go home,” Day said, clasping him on the shoulder. “We’ll handle the rogue bitch clan at the station.” “I can do my job, Day,” Syn snapped back at his boss. “We know that. We’ll let Sasha Pain; aka porn bitch sit on ice and interrogate her in the morning see if there’s any connection with this ex-husband and BTNS.” God gestured with his head. “Go check on your man, you know that’s where you want to be.” Syn was taken aback. God said nothing about him dating a prior suspect in a case they were still working, or about dragging them into a back alley fight while he took his revenge. God was actually being compassionate. Well, damn. Syn was astonished to see that side of him. “Besides, you won’t be worth shit to me with a hard on all night.” And he’s back. Well, that compassion sure was short-lived.

Take people for who they are,” he once said to me. “Everyone requires respect. The less you judge people, the more successful your dealings with them. Don’t preach. Don’t be harsh. Don’t be arrogant. When it comes to working with others, understanding is the key. You can’t be too compassionate. Compassion leads to cooperation, and cooperation leads to accomplishment.” Compassion and understanding were the two qualities Doc exhibited on a daily basis. He was never too busy to stop and offer me praise when I deserved it and a critique when I needed it. “What I like about you, Willie,” he said, “is that you let your easygoing personality come out. Listeners like someone who’s not trying to impress them with his importance. What they don’t like, though, is when they turn on their radio early in the morning and discover that the deejay isn’t there. They don’t like that at all.” Doc was referring to the fact that, due to late-night gigs I had with Johnny, I had arrived late for a couple of my early morning shifts. Another boss would have fired me. Not Doc. Doc said, “Look, Willie, I know you’re looking to find yourself as a singer and a songwriter. No doubt you have talent, boy. I wouldn’t do anything to discourage that work. In fact, if it’s easier for you, I’ll move you to an afternoon shift.” “Thank you, sir.” “I’m looking for you to do big things, Willie. You and that Johnny Bush as well.” Doc also gave Johnny a deejay shift. “Both you guys are characters,” he said, “but the kind of characters our listeners like. Our listeners are getting a kick out of you.