If we don’t have compassion, we really do need to question what that says about us as individuals and organisations

The new year is here and along with it, I hope for optimism and stability in our sector. The last couple of years, in particular, have been really challenging.

As the year’s end started to get closer, I again dreaded sending and receiving emails for fear that I would get a ‘this person no longer works at...’ bounce back or a ‘I just wanted to let you know that…’ email that went to all their contacts. Sadly, my fears were not unwarranted, and I want to send my personal sympathies to anybody whose festive season was spent worrying about their next career move, rather than just being able to enjoy hard-earned rest and relaxation with friends and family.
Unfortunately, these things happen – and often at year-end – when organisations need to make hard decisions in order to start the coming year with robust business plans. Mergers and acquisitions can sometimes have the same outcome. Nobody actually likes these scenarios. But how they are managed is fundamental, as without compassion we really do need to question what that says about us as individuals and organisations.

Corporate culture perception matters
Corporate culture is so important. It influences employee behaviour and drives productivity and engagement, directly impacting a company’s overall performance and success. A positive culture attracts top talent, builds a sense of belonging, boosts morale and can differentiate a brand, while a negative culture can lead to low morale, high turnover of staff and reduced productivity.

I often hear debate about hybrid working when people are considering how a good corporate culture can still be maintained. Well, it can – if the commitment to support it is there. There are more than enough completely virtual organisations with great cultures that are flourishing to prove this point. Similarly, many global organisations are able to maintain a consistently strong corporate culture, no matter where they are in the world. But that strong corporate culture is hard to achieve and maintain without the foundation of compassion and understanding. Without that foundation, it is almost impossible to build trust and belonging.

Built on compassion and understanding
Compassion helps foster psychological safety and reduce stress. When leaders and peers show empathy, employees feel valued and supported. As a consequence, morale and retention are improved. Compassionate leaders will listen actively, taking time to understand challenges and respond with care, all of which builds trust and loyalty. A compassionate culture encourages open communication and teamwork. People are more willing to share ideas and take risks when they feel understood and respected. Compassion also helps organisations embrace differences and create equitable opportunities.

When things go wrong
However, in business things can go wrong. Unfortunately, that’s life. It may be due to circumstances that are beyond anyone’s control or just bad luck, or it may be due to mistakes or poor management. Whatever the reasons, how we respond has implications that are far greater than just solving the problem at hand. In our corporate culture, if we don’t respond with compassion, then everything we have done before will be worthless; destroyed; not just to the extent that it has to be rebuilt, but that it has to be rebuilt with negative perceptions. And with news now so rapidly communicated, and the risk of further extrapolation as it spreads, the inappropriate actions of one can lead to a negative impression of a whole sector.
The impact of actions without compassion will extend long after the immediate challenge is addressed. So, whether we are office based, hybrid or virtual, without compassion as a fundamental in everything we do, we just won’t create and maintain the cultures we aspire to achieve.

Look in the mirror
Of course, compassion is not just the responsibility of the organisation; it needs to be inbuilt in all of us. Compassion builds compassion. It’s a philosophy that grows stronger when practised, benefiting both giver and receiver.

So, even if you make no other New Year’s resolutions, let’s all commit to ensuring that compassion is a fundamental part of everything we say or do. Whether shareholder, CEO, manager or employee; every decision, every action, every word, should have compassion at its core. Then, whatever 2026 throws at us, we know we can be proud that we faced it while recognising the impact on others and doing our best to solve issues with empathy.

Wishing you a compassionate new year.

Mike Dixon is CEO of the Healthcare Communications Association and a communications consultant