The other day, “Joe” reached out with a genuine dilemma. Throughout this crisis, he’s encouraged his supervisors to be compassionate. Because, like you, he knows that everyone is dealing with their own set of challenging circumstances.
Like you, he’s focused on doing the right thing for the human beings on the team. Which, of course, means an extra dose of flexibility.This compassionate, flexible approach worked great—at first. But, now, half a year into this work-at-home reality, with no end in sight, people are complaining about consistency.
And frankly, a few folks are taking advantage of the loosened expectations. The results could be better. The supervisors who try to reign things in look like the bad guys. Frustration abounds.
How to Calibrate Compassionate Consistency
So what should Joe (and you) do? How do you reset expectations without being a jerk? How do you create compassionate consistency within and across teams?
It starts with setting parameters and calibrating with specific examples.
We find it helpful to think about decisions in three buckets: hard lines, soft lines, and your lines
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