Becoming a Compassionate Collaborator

Name - Individual Response Paper #5 (COMPASSIONATE COLLABORATOR)
Pillar 4, being a compassionate collaborate applies directly to my life in that I am constantly attempting to consider how my actions impact others. I understand that every exchange leaves an imprint on others and that it’s my duty to ensure that people have positive experiences with me. I try to be proactive and ensure that everyone I work with leaves our interaction with a feeling of uplift. This is possible and within the realm of my personal responsibility. Moreover, I am aware of the fact that often people are struggling and going through more pain or challenges than what they would actually care to admit. One thing that my grandmother always told me was that I should be kind to everyone, but that I should be particularly kind to mean people, as they need kindness the most. These are words of wisdom that have definitely guided me through many difficult situations in both my personal life and my professional endeavors. Many mean people or difficult people have often been disappointed my life. Some of the most challenging young people that I’ve worked with have often gone through enormous amounts of untold abuse and disappointing, enduring much trauma in their young lives.
Rather than meet people with strictness, discipline, or sternness, offering them compassion for the difficulties that they’ve endured can often allow one to connect with them in ways that they’ve never experienced before. This can create very productive working relationships and allow one to affect change in others in truly meaningful ways. I’ve found that things like really giving people the opportunity to share and then really listening to them can be tremendously influential, and something that a lot of patients and client claim to be missing (Lown et al., 2011).
This is because listening creates understanding. Listening ensures that people feel and actually are heard (Eccleston, 2010). This creates a realm where more nuanced decision-making can occur, which is crucial in becoming a compassionate collaborator. Furthermore, as we discussed in this course, part of being a compassionate collaborator means extending a modicum of empathy to others. Life has many wonderful gifts that are a part of it, but it also has many challenges and points of struggle. Empathy is a corollary to listening and a major part of being a compassionate collaborator. “Servant leaders attempt to understand and empathize with others--to put themselves in others' shoes. This means listening without judgment. As empathetic leaders, workers are considered not only as employees, but as people who need respect and appreciation for their personal and professional development” (Schwantes, 2017). Empathy can be game changing for a work environment. When team members feel that they are being treated with empathy, they become more invested in their work and in the success of the team as a whole. When clients feel that all collaborators are engaging in active empathy, trust is able to flourish.
Another facet of being a compassionate collaborator is fostering heightened awareness. When working with others it’s important to not have blinders on in the dogged pursuit of the goal. One needs to pay attention to subtle cue such as the facial expressions, tonalities and body language of those around the work environment. Sometimes people communicate things like distress, confusion or uncertainty in non-verbal ways. Thus, as an active member of the team, it’s important to pay attention to those around you and ask questions, like—is everyone okay? Does anyone need anything? Does anyone have any questions or need me to elaborate on anything? Sometimes opening the door to questions or to clarifying things can make team members feel more comfortable in asking for additional illumination. This demonstrates intense leadership and willingness to make sure everyone is on the same page.





















References
Eccleston, S. T. (2010). Successful collaboration: Four essential traits of effective special education specialists. The Journal of the International Association of Special Education, 11(1), 40-47.
Lown, B. A., Rosen, J., & Marttila, J. (2011). An agenda for improving compassionate care: a survey shows about half of patients say such care is missing. Health Affairs, 30(9), 1772-1778.
Schwantes, M. (2017, February 27). These 10 Leadership Habits Have Been Found in the World's Best Leaders. Retrieved from https://www.inc.com/marcel-schwantes/these-10-leadership-habits-have-been-found-in-the-worlds-best-leaders.html