In Times of Uncertainty, Lead With Compassion

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By April Townsend
July 25, 2025

The last few years have transformed how we think about leadership, especially in public service. As employees and communities continue to recover from the strain of the pandemic, natural disasters, economic uncertainty and employment instability, one thing is clear: leadership built on compassion isn’t a luxury—it’s a necessity. Far from being soft or sentimental, compassionate leadership is a powerful tool for performance, resilience and trust.

What Compassion Looks Like

First, let’s get clear on what we’re talking about. Compassion isn’t the same as empathy. Empathy is the ability to put yourself in someone else’s shoes and feel what they’re feeling. Compassion goes further—it means recognizing someone’s struggle and taking action to help. If empathy is an emotion, compassion is an intention. That intention translates into creating conditions where employees feel seen, supported and empowered to thrive even when they’re navigating personal or professional adversity. But why should compassion matter to you?

Why Compassion Matters

In public organizations, the stakes are high. The services we provide touch people’s lives on a daily basis in direct and meaningful ways. That work isn’t done well if the one delivering those services feels burned out, ignored or disposable. Studies show that employees with compassionate leaders are 25 percent more engaged and 20 percent more committed to their organizations. They’re also significantly less likely to experience burnout. Research during the height of the COVID-19 crisis found that organizations that led with compassion weathered the storm better, building stronger cultures and more effective teams. Compassion isn’t a trade-off against performance—it’s a driver of it.

Compassion Isn’t Being Soft

Some still equate compassion with being lenient or indulgent. That’s a mistake. Compassionate leadership is about strength with context. It’s not about avoiding conflict or pleasing everyone—it’s about giving people what they need, not just what they want. That may mean hard conversations. It may mean course correction. But when those moments come from a foundation of trust and care, they’re far more likely to inspire real improvement rather than fear or resentment.

The Fundamentals of Compassionate Leadership

How do you practice compassionate leadership? According to research by McKinsey & Company, it begins with three core actions: tuning in, turning outward and taking action.

1. Tuning In

Leaders in the public sector are constantly under scrutiny and as a result, we frequently feel intense pressure to stay composed while quickly fixing problems and powering through difficult circumstances. During times of crisis or disruption, it’s easy (and even understandable) to become emotionally overwhelmed. However, to lead with compassion it’s important to first focus on what’s happening internally and acknowledge your own emotions. This means creating space where you can pause and do some deep breathing or self-reflection to acknowledge your own response to the situation. These aren’t indulgent rituals; they’re strategies to anchor yourself before you lead others. The metaphor, “You can’t pour from an empty cup” captures the importance of self-care in maintaining your capacity to take care of others.

2. Turning Outward

Once you are grounded, the next step is to connect with others. One of the most effective ways I’ve found to do this is by being curious: What are my employees struggling with? What would improve their day-to-day experience? By creating space for honest conversations, you can provide a psychologically safe space where they can freely express themselves. As they do, listen fully before responding and show that you’ve heard them, whether by making adjustments, offering support or simply following up. And it’s okay to admit you don’t have all the answers. By fully listening and modeling transparency, your team will not only feel seen, they will also feel more connected, valued and willing to speak up.

3. Taking Action

Compassion is about doing, not just feeling. As a leader, it’s important that you take meaningful steps to support your employees, particularly during times of uncertainty or crisis. Modeling compassion during these times may occur publicly or privately. Public support may involve giving “shout outs” to acts of kindness or acknowledging the extra effort of a team member during a difficult project. Private support may involve approving a flexible schedule or reworking how performance is evaluated.

At the same time, compassion must include honest feedback. Holding someone accountable isn’t in conflict with compassion—it’s part of it. The key is understanding the full story before reacting. Instead of jumping to judgment, ask what’s really going on. Your goal is to support, not rescue, and uphold standards while also acknowledging each team member’s humanity.

Lead Differently. Lead Better.

Public service is about people. If you want to lead well in this space, you can’t afford to ignore the emotional dimensions of your workplace. Choosing compassion doesn’t mean sacrificing performance, it means unlocking the full potential of your people by creating a space where they feel safe, motivated and seen. Be the leader your team talks about years later—not because you pushed the hardest but because you cared the most when it mattered.

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Author: Dr. April Townsend worked in the public sector for over 30 years, holding a variety of executive leadership positions. As a Research Fellow with the Utah Women & Leadership Project, she has published numerous reports and articles focused on leadership, particularly the challenges faced by women leaders. Her email is: [email protected].  Twitter handle: @AprilT2014

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