As 2011 drew to a close, the media looked back on the events of the last twelve months. A significant number of the notable events included elements of a lack of compassion expressed in one quarter or another, whether it be financial institutions towards society, governments or dictatorships towards the people; media towards individuals.

It could be argued that national institutions and governments, who by rights should be in touch with the people, have multiple layers that don’t allow for or facilitate them to hear the real vox pop.

But what is compassion? The Collins English Dictionary defines it as: a feeling of distress and pity for the suffering or misfortune of another, often including the desire to alleviate it. (latin: com – with; pati – to bear, suffer.)

So to really understand compassion, there requires to be the principled determination to put ourselves in the shoes of the other and, if you don’t walk a mile in another man’s shoes …

But surely, if we are to take decisions that influence other people, in whatever manner, be it wealth, health, well-being, or freedom, it is incumbent upon us to look at the facts from all sides; to understand where people are coming from. As individuals who work within the Criminal Justice System, it is almost certain that we already ‘walk that mile’ …. and often the extra mile. However, compassion is a quality the need for which is becoming more and more acute within society in general and it is our responsibility to demonstrate that to others. There is the expression, ‘As I do, others will follow.'

Recently, I was present when a colleague was asked what time was ‘calling him to do?’ His response, one which I resonate with, was to quote Mahatma Ghandi: "perhaps more than ever, time is calling us to be the change we wish to see!"

Compassion | Leadership

More than a decade ago, the then Industrial Society, now the Work Foundation, called for new approaches and 'liberated leadership' built on interconnected networks, mutual trust, values, integrity, shared beliefs and strong relationships. This was intended to foster real progress in personal and organisational achievement, by way of encouraging a greater focus on values based on human dignity rather than on the short term and the narrow values of consumerism. This vision has many parallels with the intent of the UK Criminal Justice System of the last few years.

In their Campaign for Leadership pamphlet, 'Leaders for Tomorrow's Society’, the Industrial Society suggested:

"British society as a whole and many groups, both large and small, within it, face rising alienation, cynicism and exclusion. Without a new, values-based approach to leadership, the risk of social disintegration is both real and urgent. The roots of the latent crisis lie in our failure as individuals, in organisations and communities; to realise our potential. This is sometimes because people don't recognise their own capabilities, sometimes because they are prevented from exploiting them. The result is a growing number of people who have lost their identity, purpose or framework for living. In addition, the response to global competitive pressures is a gradual decline into the realms of the unethical; in the absence of shared visions, society is increasingly focusing on the short term and the narrow values of consumerism instead of values based on human dignity."

How the world has changed since 1999?

As we move into the New Year, this might be a time to reflect on the above vision as well as what my contribution towards that might have been and might yet be. One manner in which we might do that is by considering my New Year resolutions.

For example, what might our resolutions be for the next twelve months: to give up smoking; to follow a particular diet; to spend more quality time with the kids; to give two weekends a year to a charity cause? We each have your own. But how many of those resolutions benefit just me, how many my close family and friends, and how many the community I live in or society in a wider context? How many of these resolutions are on the basis of shared vision, on values based on human dignity and how many on the narrow values of consumerism?

Have I changed since 1999? Do I represent that new leadership, spoken of?

Leadership | Values

I recently came across a story with Oriental origins that offered some insight into what makes for an excellent leader of an organisation. Before you click to another page saying ‘this doesn’t apply to me, then read on!

The CEO of a large international organisation was looking for an able and wise person who would take over the running of the business after he had retired. He earmarked the best managers from his own company and hired recruitment consultants and head-hunters to find him additional ones who might fulfil the required criteria.

On a particular day, all the possible contenders were assembled in the vault of the bank with which the organisation did business. The CEO addressed the assembly stating that he wished to set them a task to identify which among them had the necessary skills, acumen and wherewithal to play the role of guiding the company in the future. Indicating the huge vault door behind him, he invited the assembled individuals to open it, unassisted.

Some of the managers just shook their heads and withdrew. Others examined the door more closely, cited theories of problem-solving learned in business school, discussed aspects of leverage and mass but ultimately admitted that it was an impossible task.

However, one manager approached the door and gave it a thorough examination. He tapped it while listening carefully, assessed its dimensions and noted the hinges and their lubrication before applying his weight to the door. The door didn’t move. Once again he examined the door, its frame and the space around the door. There, trapped between the door and the floor, was a tiny piece of grit which was just enough to prevent the precision-made door from opening. Once removed, the door, despite its huge size and mass opened effortlessly.

The CEO had his successor.

Addressing those in the vault, the CEO said, “Success in industry depends on certain key things which you have just seen demonstrated! Firstly, rely on your senses to fully understand the reality of what is going on around you. Second, do not make false assumptions. Third, be willing to make tough decisions. Fourth, have the courage to act with boldness and conviction. Fifth, put your powers into action. Finally, do not be afraid to make mistakes.

If these are the keys to success as a captain of industry, then it begs the question as to how many people working with offenders also have the capacity to become CEO’s of an international organisation?

Leadership

Following on from the disturbances experienced in several cities in England, it can be very easy to exhibit a knee-jerk reaction to such an unprecedented level of violence. However, I do feel that we each need to check our responses and the underlying intention, on the basis of our core values. These will then act as a mirror for me to consider what are both the short and long term consequences of my actions? I must be cautious of becoming myopic.

As has been mentioned before in this blog, a prison governor colleague, when debriefing his staff in relation to any punishment to be imposed for misdeeds within the prison, will always encourage his staff to ask themselves, ‘Is this punishment for the benefit of the offender or is it to benefit the officer, i.e. ones ego?’

The violence is, without question, wrong. Appropriate punishment is a neccesity.

So what is the way forward? There is no ‘one size fits all’ solution. There are already many approaches that are out there that, while perhaps not at a national level, nevertheless contribute significantly towards a 'healing' of the individual and the community. While they tackle/address a wide variety of issues, it is the underlying attitudes that are perhaps the key to their success. While not specifically stated, I suggest that those who work within these organisations demonstrate one or more of the key qualities of (i) respect and equality within diversity, (ii) leadership through example and (iii) the practice of openness and humility.

If you believe the statement that 'if you are not part of the solution you are part of the problem' then that would suggest that not to personally embrace any one of these core approaches, will contribute to the breakdown of our communities and society.

That sounds to be a very strong statement! However, the future begins not with the politicians or the authorities. The future begins with .... my self.

Leadership | Personal values