Compassion: It's not only a medic virtue but a powerful leadership trait Published May 7, 2013 By Capt. Cody J. Hess 65th Medical Support Squadron LAJES FIELD, Azores -- Leadership styles and perspectives vary across the different disciplines throughout society. The core values, mission and resources drive our leadership approach and decisions in the Air Force. The style of leadership used directly impacts the effectiveness and culture of organizations. The basic foundation of medicine is science and benevolence. Compassion is an essential leadership trait in the delivery of healthcare and can inspire any organization to perform at levels greater than ever imagined. Is compassion another altruistic leadership ideal that if applied in the military would result in a softer force? Would this trait ultimately dilute our ability to take the fight to the enemy? The answer is absolutely not, compassion has the opposite effect on the force and our ability to win the fight. If you are one who believes that this "mushy stuff" has no place in the profession of arms then I challenge you to read on with an open mind as the benefits of compassion are laid out. Compassionate leaders make time to connect with the people they lead. A genuine connection is made when you actively engage your folks and continue to learn about them with a sincere heart. This ongoing intentional relationship commitment works towards building bonds of trust and overtime increases loyalty and team unity. It goes back to one of our core values, Service before self. Furthermore, understanding what drives your people will help inspire purpose, commitment and a vibrant culture. Leading with compassion also contributes to other constructive changes to include the ability to reduce the impact of unavoidable toxicity and stress of the job. This is key in maintaining emotional balance and building resiliency to battle against suicide and sexual assault within the Department of Defense. As leaders we will never completely remove all of the toxicity and in many cases we create stress in work center by pushing the performance limits. However, we need to understand this to be able to adjust the levels of stress on our people as needed and show them that we care. General Mark A. Welsh III, CSAF is an outstanding example of this type of leader. His emotional and intelligence levels are off the charts and according to Col. Chris Weggeman, commander of the 52nd Fighter Wing, "he is as compassionate with his people as he is brilliant with his strategy." If you have ever had the opportunity to hear Gen. Welsh speak, it's very clear that he's about connecting with people and relationship building. To be successful as a Nation we need to invest time getting to know our teammates within and outside our organization that we do business with. This requires committed action. The case for compassion is about service before self with a focus of taking care of people with no hidden agendas. Don't forget leading Airmen is a precious gift not a privilege. In closing, I encourage you to reflect on your leadership style and the environment you foster and determine whether you're cultivating compassionate Airmen with high levels of emotional intelligence. If you are, I congratulate you. If not, start connecting with your people, know their story and before long the environment will change for the positive and productivity will soar.