Compassion Increases Trust

Cathie Leimbach • July 19, 2022

“People put faith in those who care beyond themselves,” says David Horsager. “And feeling cared for increases trust.”


Imagine a working environment where professional relationships are built on a base of mutual trust and respect. Such workplaces are compassionate, and in turn, happier.


Compassion is a process involving the ability to be aware of, feel, or perceive another human’s pain and to be with them or take action to relieve their suffering.


Meysam Poorkavoos believes there are three main problems that organizations have which impede showing compassion in the workplace.


1.       Their workplace lacks an open culture where employees are comfortable sharing their issues and problems.

2.      Managers aren’t really interested in people. They focus on outcomes without caring about the people who achieve them.

3.      Policies and procedures tend to get in the way so people don’t see when staff need support.


Poorkavoos suggests 7 tips for increasing compassion and trust in the workplace.


1.      Get to know your colleagues better. Ask them about their life.

2.      Offer to help a co-worker when they are struggling with something that you are strong at.

3.      Notice a colleague’s mental well-being and ask how you can help them.

4.      Praise employees in front of others to show appreciation for their good work.

5.      Be a kind, supportive leader or manager by encouraging them and offering flexibility.

6.      Encourage constructive criticism to help colleagues be more effective at work.

7.      Start with self-compassion by giving yourself slack when you have a bad day.


We are all human. We are emotional beings. Let’s help everyone in our workplace feel that they matter as an individual and as an employee. Increase workplace trust and happiness by being compassionate with your colleagues and yourself.

 

Feedback Isn't a Download. It's a Dialogue.

By Cathie Leimbach • July 14, 2026
Most leaders know they should give feedback. Yet many avoid it. Not because they don't care, but because they worry they'll discourage someone, create conflict, or say the wrong thing. Unfortunately, when feedback is delayed, vague, or avoided, employees don't feel supported—they feel uncertain. Research highlighted in a recent McKinsey Quarterly article found that employees who receive regular, specific feedback are significantly more engaged than those who don't. The problem isn't that employees dislike feedback. They dislike feedback that feels judgmental, unclear, or disconnected from their growth. The strongest leaders understand something important: Feedback isn't a download. It's a dialogue. When leaders approach feedback as an employee development conversation rather than a list of mistakes, people become more open to hearing hard truths and more motivated to improve. Effective feedback communicates two powerful messages at the same time: I respect you. I believe you can grow. That combination changes everything. The best leaders don't simply evaluate past performance; they help employees see future potential. Rather than focusing only on what went wrong, they provide feedforward —guidance on what someone can do to become even more successful. High-performing organizations understand a simple truth: Improvement requires input. The question for leaders isn't whether to give feedback. It's whether our feedback leaves people feeling smaller—or stronger. Feedback doesn't change people. Better conversations do. Download our one-page guide: 5 Practices That Turn Feedback Into Growth Learn five practical ways to make every feedback conversation more productive, more encouraging, and more likely to inspire lasting growth. Conversation is where leadership happens

Performance Conversations: Clarity Is Kindness

By Cathie Leimbach • July 7, 2026
Most leaders want better performance. They want employees who take ownership, meet expectations, solve problems, and continue growing. Yet many leaders seldom initiate performance conversations – and when they do, it doesn’t go well. Leaders often hesitate because they fear discouraging people. Employees, meanwhile, don't know if they are missing the target. This can be costly. Research highlighted in McKinsey's Courageous Conversations article found that organizations with strong performance practices are four times more likely to outperform their peers. Yet fewer than one-third of employees believe performance reviews actually help them improve. The problem is not just a lack of performance conversations. It's a lack of clarity. The article points to a simple but powerful distinction: separate the hardware of performance from the software of performance. The hardware includes facts, goals, KPIs, commitments, timelines, and standards. The software includes tone, timing, relationships, empathy, and intent. When leaders clearly explain the facts while delivering them with care and respect, employees become more receptive to improvement. Strong leaders don't judge people—they diagnose work.  They focus on behaviors, actions, and results rather than character. They clarify expectations, provide coaching, and create frequent opportunities for alignment. In high-performing cultures, clarity isn't viewed as criticism. It is viewed as support. As the article notes, "Clarity is a kindness, and ambiguity is a burden." Employees deserve to know where they stand, what success looks like, and how to improve. When leaders provide that clarity with dignity and respect, performance conversations become growth conversations. And growth is where better results begin. Download the Performance Conversations: Hardware & Software Checklist for Leaders and learn how to have everyday performance discussions that include opportunities for growth, accountability, and stronger results.