{"id":10536,"date":"2022-01-14T12:19:30","date_gmt":"2022-01-14T12:19:30","guid":{"rendered":"https:\/\/www.b2econsulting.com\/?page_id=10536"},"modified":"2022-01-24T16:28:16","modified_gmt":"2022-01-24T16:28:16","slug":"leading-with-care","status":"publish","type":"page","link":"https:\/\/www.b2econsulting.com\/leading-with-care\/","title":{"rendered":"Leading with Care"},"content":{"rendered":"

How will Leading with Care help you?<\/b><\/h2>\n<\/div>
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The evidence suggests that organisations thrive when their leaders show compassion, exhibit respect for others and have a strong moral compass – in short, when they demonstrate that they care. This is shown consistently in the benchmark metrics of human performance, retention, engagement and well-being, with both direct and indirect effects on the bottom-line.<\/span><\/p>\n<\/div>

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Typical Business Challenge<\/em><\/strong><\/h3>\n

We all intuitively know that we would prefer to work for a leader who cares than for one who doesn\u2019t, but probably not at the expense of delivery or performance. Care is often relegated to the \u2018nice to have\u2019 list, rather than appreciated for its true significance for organisational and individual success. It is usually equated with having fond feelings for one another, which may make organisations nicer, but does it actually make them better?<\/p>\n

Organisations are increasingly demanding leaders who care, but are also nervous about seeming to prioritise warm feelings over hard actions and decisions. There is growing recognition of the need for honest discussion about the risks of care, including how to avoid caring to the point of burnout.<\/p>\n<\/div>

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