The Compassionate Instinct | Book Review

Dacher Keltner, Jason Marsh and Jeremy Adam Smith have compiled a trilogy of Greater Good Magazine essays applicable to contemporary findings during our Covid pandemic.

Subtitled The Science of Human Goodness, we may think of eudaimonia, or Aristotle’s description of living well.

“This research challenges some long-held notions
about human nature, revealing that the good in us is just
as intrinsic to our species as the bad.” (p. 6)

This book review selects several essays from the first two of three parts: Scientific roots of goodness, cultivating goodness at work and home, and goodness in society and politics, which we may apply to our Personal Leadership Philosophy.

Recall Matt Lieberman’s findings that few leaders focus on people as much as results. Our selected essays may motivate us to focus more on each other.

I | Scientific Roots

In the Compassionate Instinct (p. 8), Keltner reveals that helping others triggered activity in the caudate nucleus and anterior cingulate, portions of the brain that turn on when people receive rewards or experience pleasure (p. 10). So we might think about compassion as a biologically based skill or virtue (p. 14). Or, thinking about our leadership philosophy, in that virtue is  a value in action.

In The Forgiveness Instinct (p. 51), Michael E. McCullough recalls a very tough story illustrating a horrible car accident, an awful life or death decision, and ultimately a profound act of forgiveness. Evolutionary science leads us squarely to the conclusion that the capacity for forgiveness, like the desire for revenge, is also an intrinsic feature of human nature (p. 53). Consider differing approaches to safety violations, where one company may declare a goal of no reported infractions, unintentionally creating an environment of non-reporting or “sweeping things under the carpet.” In contrast, another company may promote forgiveness, or early reporting of events or activities which might lead to a significant safety violation.

A favorite phrase heard during leadership philosophy workshops:

“Let’s learn from our mistakes rather than repeat them.”

A genuine expression of forgiveness rather than a more typical finger-pointing habit or culture.

In Pay it Forward (p. 77), Robert A. Emmons explores gratitude. So, why is gratitude good? For two main reasons, I think. First gratitude strengthens social ties. It cultivates an individual’s sense of connectedness (p. 83). What a timely value for today as we near a third year of Covid separation! Interestingly, Emmons doesn’t correlate gratitude with altruism. Second, gratitude increases one’s sense of personal worth (p. 84), in that when we are the recipient of gratitude, another person is deeming us of value. Consider the simple phrase promote gratitude, as either an operating principle or expectation in your leadership philosophy.

II | Cultivating Goodness

In the Part II introduction (p. 97), the three authors reveal an opportunity:

Gratitude is another seemingly simple skill that just doesn’t seem to
fit into contemporary American society, or we see gratitude as a
basic form of politeness, like chewing with your mouth closed (p. 98).

This observation seems related to our tendency to say “I’m sorry,” rather than “Excuse me” -- both examples misusing a powerful expression for superficial situations.

At the beginning of an Academy Leadership program, we discuss journaling as a habit common of many successful leaders. In Stumbling Toward Gratitude (p. 118), Catherine Price affirms our findings. So, how do positive psychologists recommend that you increase your level of gratitude – and therefore happiness? (p. 119) Price recommends keeping a “gratitude journal,” where you record a running list of things for which you’re grateful. We may also capture instances of gratitude throughout our team or organization, raising morale and a sense of common purpose.

In Compassion Across Cubicles (p. 133), Jill Suttie explores relationship quality, or relational capacity. These days, it’s rare to find people who consider their workplace “special” and feel close to their coworkers, let alone call them family (p. 134). Recall our discovery of the term “cultural oasis,” especially when in a large and/or indifferent work environment. Including the term in our leadership philosophy may capture simultaneous focus on both people and results:

“All supervisors have to balance the needs of the corporation –
which is all about money, earnings per share, and profitability –
with the needs of the worker.”  (p. 137) Renee Knee, Senior VP | SAP

In Are You a Jerk at Work (p. 140), Robert I. Sutton provides a great leadership litmus test. I believe the best test of a person’s character is how he or she treats those with less power (p. 141). Our leadership report card.

Summary

Compassion, forgiveness, gratitude, cultural oasis. Great candidate expressions, and actions for all of us as leaders, especially in the age of The Great Resignation. Consider a revision to your leadership philosophy.