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Connect with Empathy, But Lead with Compassion

• Rasmus Hougaard,
• Jacqueline Carter,
• Marissa Afton

The distinction is significant.

For the past two years, leaders have been shouldering a big emotional burden: helping teams recover from the grief and loss of the pandemic, buoying the declining mental health of their employees, and being sensitive to people’s anxieties. The empathy this requires is important to good leadership, but too much empathy can weigh you down and lead to burnout and poor decisions. This can be avoided by moving beyond empathy to the uplifting experience of compassion. “Sympathy,” “empathy,” and “compassion” are often used interchangeably, but whereas sympathy and empathy are emotions felt for and with other people, compassion goes beyond mere emotion to include the active intention to help others. The authors offer six strategies for leading with compassion: take a mental and emotional step away; ask “What do you need?”; remember the power of non-action; coach the person rather than doing something for them; practice self-care.

For close to two years, leaders have been thrust into the role of Counselor in Chief, helping teams recover from the grief and loss of the pandemic, buoying the declining mental health of their employees, being sensitive to people’s anxieties and often publicly sharing their own vulnerabilities along the way. In short, they have been shouldering a big emotional burden.

• Rasmus Hougaard is the founder and CEO of Potential Project , a global leadership development and research firm serving Accenture, Cisco, KPMG, Citi, and hundreds of other organizations. He is the coauthor, with Jacqueline Carter, of Compassionate Leadership: How to Do Hard Things in a Human Way and The Mind of the Leader: How to Lead Yourself, Your People, and Your Organization for Extraordinary Results .
• Jacqueline Carter is a senior partner and the North American Director of Potential Project. She has extensive experience working with senior leaders to enable them to achieve better performance while enhancing a more caring culture. She is the coauthor, with Rasmus Hougaard, of Compassionate Leadership: How to Do Hard Things in a Human Way and The Mind of the Leader – How to Lead Yourself, Your People, and Your Organization for Extraordinary Results .
• Marissa Afton is an organizational psychologist and a Partner and the head of Global Accounts at Potential Project. She is a contributing coauthor of Compassionate Leadership: How to Do Hard Things in a Human Way by Rasmus Hougaard and Jacqueline Carter.

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The Power of Compassion in Leadership

Compassion is one of those traits that leaders often like to talk about more than they practise – but are we missing out when compassion isn’t at the heart of leadership?

A growing body of research strongly suggests that leaders who coach with compassion are able to build teams that are engaged, motivated, committed, and creative when it comes to the roles they perform.

On the other hand, coaching for compliance (i.e. telling people what to do “because it’s your job!”) leads to disengagement, minimal levels of engagement, and people planning their exit strategy for the nearest opportunity that presents itself.

So, what is compassion – and what, exactly, is its role in leadership? Compassion focuses on connecting with others in a way that understands their desires and dreams, obstacles and challenges.

As a compassionate leader, it’s our job to tune into the experiences of our employees and provide beneficial support and guidance wherever we can.

That said, it’s important to note that compassion is not about being nice or blindly agreeing to people’s requests. It’s about helping people in a way that has their growth and development at heart. A compassionate leader is able to use their judgement in how they help their team, and they recognise what purpose it serves.

What the research says

According to research by Prof Shimul Melwani of the University of North Carolina, Kenan-Flagler Business School, compassionate leaders increase levels of engagement within the organisation and they have more people willing to follow them.

In his latest book, Helping People Change , Prof Richard Boyatzis of Case Western Reserve University talks about the importance of compassion in leadership in helping people to realise their personal visions and unlock their potential.

He argues that, in many cases, leaders try to help others by focusing on how to improve their weaknesses. As it turns out, this approach is more demotivating than we realise. Instead, leaders should understand what drives their people and help them to shape and create a sense of purpose within the organisation that will truly motivate them.

Prof Boyatzis writes, “A compelling personal vision transforms purpose into action, makes order out of chaos, instils confidence and rivers us to fulfil a desired future.” In leading with compassion, he adds that leaders should ask questions that inspire gratitude and curiosity in others, in order to fuel their desire to learn and change for the better.

Listen to this podcast: Compassionate Leadership, an Essential Ingredient in the VUCA World

What the Dalai Lama says

One of the most iconic leaders in the world today travels the globe, meeting with world and business leaders to develop compassion within their leadership style. The Dalai Lama is so convinced of the power of compassion that he believes the business world (and indeed the rest of the world) would find it difficult to survive without it.

Of compassion, he says, “When we are motivated by compassion and wisdom, the results of our actions benefit everyone, not just our individual selves or some immediate convenience.”

The words of one of the most compassionate leaders in the world echoes what the research has to say: when we lead with compassion, everyone benefits, and everyone is inspired to work towards a collective vision.

So, how can we incorporate compassion into our leadership style? Here are three lessons I have found to be helpful in connecting with and understanding others:

1. Within every difficulty is the opportunity for understanding

Leadership isn’t easy. There are a hundred things to contend with each day, and sometimes you won’t see eye-to-eye with a colleague or your team. While the temptation is to stand your ground and dig your heels in further, it only serves to prolong the tension and cause more problems for all involved.

Instead of the usual stand-off, the compassionate leader will ask, “OK, what’s happening here? Why have we reached this point? Where is the common ground, and how can we work together to find a solution?”

Remember, often, it’s the most challenging moments that present the best opportunities for understanding each other.

2. Recognise the role of knowledge in developing our hearts

It’s important that we develop our minds – our culture is obsessed with learning, with going to good schools and achieving top grades. However, knowledge that’s correctly reflected upon can lead us to gain wisdom, resulting in a greater ability to open up to and help others.

As the Dalai Lama puts it, “Even though our society does not emphasise this, the most important use of knowledge and education is to help us understand the importance of engaging in more wholesome actions and bringing about discipline within our minds. The proper utilisation of our intelligence and knowledge is to effect changes from within to develop a good heart.”

3. As the leader, it’s all about you

How we are treated is often a reflection of how we conduct ourselves and interact with others. In religious teachings, we are told about The Golden Rule: to treat others as we would like them to treat us.

In leadership, it’s easy to lose sight of how we project ourselves and come across. One of the most effective ways to check ourselves it to regularly ask, “Am I being the leader that I would like to follow myself?”

If there’s room for improvement to be made, try writing down what you think you should work on. Or, better still, get some constructive feedback from those who you feel would be honest and objective.

Shifting from Your Job to a Purpose

Tags : Executing Leadership, Values, Moral Character

Roshan is the Founder and “Kuli” of the Leaderonomics Group of companies. He believes that everyone can be a leader and "make a dent in the universe," in their own special ways. He is featured on TV, radio and numerous publications sharing the Science of Building Leaders and on leadership development. Follow him at www.roshanthiran.com

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Create (Better) Culture: Start With Compassionate Leadership

Compassionate Leadership Is a Choice, and It’s All About Action

When faced with seemingly insurmountable challenges, we count on good leaders to take actions that pave a way forward for us all.

But better leaders know that success is about more than just their own personal competencies. Leadership is a social process, and to create shared direction, alignment, and commitment — the outcomes of leadership — they need a team of people who are able to function at their best.

At the core of leading others well? Compassionate leadership.

Compassion is at the heart of relationship-building, says Karissa McKenna, who is responsible for 3 of our core leadership programs, including our flagship Leadership Development Program (LDP)® .

At its broadest, compassion is an awareness of a person’s condition, coupled with genuine concern for that person and a willingness to take action to help. It’s about having the courage to walk alongside someone as they navigate a difficult time, a complex situation, or a persistent problem.

Truly compassionate leaders don’t merely lend a sympathetic ear or show empathy for everyone, and their goal isn’t just to solve the problems of their direct reports or take pain away from them.

Instead, compassionate leaders move beyond empathetic concern to take productive actions — supporting team members as they work through challenges and looking for systemic ways to reduce friction, making it easier for good people to do great work.

In short, compassionate leadership is about being willing to apply your influence and power to help create a more even playing field for others.

To start talking about compassionate leadership at your workplace, download our free conversation guide and use it to hold a discussion with your team .

Why Is Compassionate Leadership Important?

Compassionate leaders are more effective leaders, because they’re able to strengthen trust on their teams and increase organizational collaboration, while decreasing turnover rates, research shows .

The ever-changing context of today’s workplace is challenging. Both internal and external forces are constantly shifting — on our teams, in our industries, and even in our personal lives. All of these forces can come into play, which is why you have to have compassion — both for yourself and for your team. As leaders demonstrate compassion toward themselves and others, they expand their entire team’s capacity to handle future challenges.

Compassion is one of the most powerful acts of leadership available to us, and it often shows up in the smallest of ways. “We see it in those moment-by-moment acknowledgements of what’s hard, what hurts, what is joyous, exciting, or disappointing,” McKenna says.

Most importantly, compassionate leaders acknowledge that their colleagues are more than any specific trauma they’ve endured or challenge they may be facing. In other words, they recognize that someone may be dealing with a particular hardship, but also that they have unique strengths. Compassionate leaders are able to see and acknowledge the whole person in context and seek to grow that person (not just solve their problems). In doing so, they uncover hidden talents and find new ways to leverage the skills and contributions of others.

Ultimately, compassionate leadership changes an entire organization’s culture, yielding greater cooperation and grace for all. Employees trust their leaders and each other, giving others the benefit of the doubt. As a result, senior leaders feel more comfortable taking bold, courageous actions. And when their people feel heard and sense that their perspectives and experiences are valued, they’re better able to support those bold actions, which benefits the entire enterprise.

Compassion Is Different From Empathy

It’s important to note that compassionate leadership is more than just feeling empathy for everyone.

What’s the difference between compassion vs. empathy? Compassion is a lot like empathy, in that both attempt to understand how another person feels. And empathy in the workplace is certainly good to have. But simply feeling what someone else is feeling can be painful, and not very productive.

That’s because research has found that when we witness the pain and suffering of someone else, networks in our brains are activated which trigger and amplify similar negative emotions, making us more likely to experience emotional burnout.

For example, imagine an emergency room physician who feels overwhelming empathy toward their ER trauma patients. The doctor is then both less able to fulfill a unique and important role — providing expert help in a moment of need — and more likely to experience personal burnout. “What the physician needs isn’t empathy, but compassion — the ability to recognize the suffering and care for the person, quite literally in this case!” McKenna says.

In contrast to empathy, it’s been found that compassion involves a different set of neural networks and increases positive feelings, resilience, and the ability to overcome distress in challenging situations. In other words, compassion increases our likelihood of behaviors that take action to help others, whereas empathy alone does not.

“If you sit with another person’s emotions and ‘get stuck in their suffering’ without doing something about it, it can lead to burnout and broader organizational problems — both for you and your direct reports,” McKenna says. That’s why in chaotic times, when managers feel they can barely handle their own emotions, much less those of their direct reports, leaders should focus on compassion vs. empathy.

Behaviors of Compassionate Leaders

How to show compassionate leadership: 4 steps.

During everyday interactions, leaders have many opportunities to incorporate compassionate leadership behaviors. Read on to learn how to recognize these opportunities and use them to make a difference on your team and in your organization’s culture.

1. Start with self-compassion.

Don’t overlook the power of showing compassion to yourself. Before you can extend compassion to others, make sure you’ve done the same for yourself. Research has found that leaders perform better when they show self-compassion, and it’s actually more predictive of goal attainment than self-confidence, according to one study .

“At least a third of the leaders we’ve seen in our leadership programs profoundly need more compassion for themselves,” McKenna says. “They’ve gone through a lot and they’re beating themselves up about their missteps. But imperfections are something to notice and care for.“

The key, McKenna says, is the ability to tease apart the small truths in what you’re telling yourself from “the big lie.” Perhaps you’re upset that your presentation didn’t go as planned; That didn’t go as well as I hoped is true. But I’ve lost all credibility with senior management likely isn’t.

“The small truth is almost always something you can deal with, learn from, and grow through. But the big lie can be paralyzing and costs a tremendous amount of energy.” Leaders who focus on the big lies instead of the small truths are too hard on themselves. By not showing themselves compassion for their mistakes, they miss a chance to learn from their experiences and try again.

• TIP: The way you talk to yourself really matters. Whether you’re speaking out loud, thinking in your head, or just jotting things down in a journal, harness the power of positive self-talk to improve your mental health  and  your leadership effectiveness. One trick is to talk to yourself in the second person (use  “you,”  not “I”). When you make that shift, you’ll probably automatically speak to yourself the way you might speak to a valued friend. (You’ll be honest, but kinder).

Another thing we see with our participants are struggles with work/life balance and resilience in handling stress, uncertainty, and setbacks . We remind them that taking time out for self-care and rest isn’t weakness. Recharging is important, because when we create space to notice and care for our imperfect selves, we also increase our ability to do that for others. Becoming a more holistic leader will enable you to be a more resilient, effective, and compassionate leader too.

• TIP: You must make time for wellness to reach your full potential . And it’s good to model taking time for yourself for others on your team, as it underscores that you and your organization understand the importance of employee wellbeing .

2. Prioritize psychological safety.

You can lay the groundwork for compassionate leadership by helping to create a culture that invites people to bring their full, authentic selves to work. “Anytime you have a group or team trying to accomplish something together, each person brings a whole life’s worth of experiences and perspectives, strengths and weaknesses, which can be tapped,” says McKenna.

When there’s psychological safety at work , employees feel comfortable speaking up, asking questions, sharing concerns, and respectfully disagreeing. When individuals feel able to share missteps without fear of retribution and energized instead of stifled by their differences, increased openness to diversity of thought leads to more risk-taking and greater innovation and collaboration. You get a multiplier effect, and the entire team benefits.

• TIP: As you learn from your own failures or disappointments, freely share those lessons with your team. This demonstrates self-compassion, shows that you value learning from mistakes, and challenges your direct reports to see mistakes as an opportunity for growth. You also create an environment where people know that honesty and candor are appreciated. And don’t forget to acknowledge successes and celebrate wins.

Leader attitudes and behaviors have a major impact on how psychologically safe their teams feel. Politeness and kindness really matter, not only to the person directly involved, but to the whole climate of the team and their direct reports too. Research shows that supervisor incivility has a negative impact on psychological safety 2 levels down in the organization. And more than half of first-time leaders (52%) in a large global CCL study said that it was not safe to make mistakes or take risks, suggesting that a lack of psychological safety is a barrier holding these emerging leaders back from making bigger contributions at their organizations by stepping up to larger leadership roles.

• TIP: Hopefully it goes without saying, but show kindness in the workplace !

3. Expand your understanding of others.

A curious mindset is fundamental to compassionate leadership. First, leaders must notice the challenges colleagues and direct reports are facing, and then they can ask questions to learn more and expand their scope of understanding.

“We cannot show compassion to another person unless we have truly listened to that person,” McKenna notes. Leaders don’t need to have all the answers, but when they use the practice of active listening , it conveys that they care. It’s important to listen for understanding, of both the facts and the feelings and values behind the facts, to learn more about where your people are coming from and what matters to them.

When you listen with curiosity, within an environment that is psychologically safe, it opens the door to another powerful tool — asking open-ended questions that convey caring and connection. Asking the right questions shows that leaders value others’ perspectives and can provide insight into why everyone on the team may not be aligned and committed — and what’s holding them back from moving together in a shared direction.

• TIP: Something as simple as noticing how someone is doing, asking them about it, and then listening for facts, feelings, and values in their answer can be a powerful leadership practice. Even saying something like, I see you’re overwhelmed and I wonder how I can help can really demonstrate compassionate leadership. Show kindness when colleagues disclose worries, hardships, or setbacks, but don’t immediately try to fix things or solve their problems. Ask questions that help people view dilemmas from a different angle. Use the information you gain to help influence what you do next.

4. Take meaningful action.

Compassionate leadership isn’t merely providing a sympathetic ear. Simply having empathy for everyone without taking any meaningful action can actually be detrimental, both to individuals and the organization as a whole. Even if managers are great listeners when their employees speak up about something, they won’t feel truly listened to if their leaders don’t then act on what they heard, our researchers have found . This is because when employees share a concern, they’re doing so with the hope it will lead to positive organizational change; and if that doesn’t happen, they don’t feel heard and are then less likely to speak up in the future.

Compassionate leaders aren’t passive and do not accept excuses. When leaders hold their people accountable, they demonstrate that they trust them to follow through on their commitments. “We also don’t want the rest of the team to absorb all the problems when one team member isn’t accountable,” says McKenna.

Instead of stepping in to solve another person’s problems, leaders can use their power and influence to provide direction and structure. As a result, empowered employees have the tools they need to work through challenges and emerge as stronger problem-solvers.

• TIP: After you’ve listened, ask how you can support in resolving the issue. Work toward a mutual understanding of what the other person needs, how they might be able to address their needs themselves, and any additional resources that could be helpful. Also, listen closely for what you as a leader could do to support the other person as they work through the problem, or whether there are ways you could help to remove obstacles in their way that might be creating needless friction. Are there ways you could use the power of your leadership role to make your team or organization more inclusive or equitable by helping to remove the roadblocks others face?

Good Leadership Is Good, but (Better) Leadership Is Better

Compassionate leaders move beyond empathetic concern to take productive actions. If they don’t, organizations will never be as strong or productive as they could be.

At CCL, our (Better) Leadership Project focuses on cultivating organizational cultures that truly support everyone — ensuring people are  better  than just good or okay. We’ve created a downloadable collection of leadership resources on compassion, wellbeing, and belonging with actionable tips gleaned from our research.

The ever-changing context of today’s workplace is challenging. Both internal and external forces are constantly shifting — on our teams, in our industries, and even in our personal lives. All of these forces can come into play, which is why you have to have compassion — both for yourself and for your team. Compassionate leadership is also a key element of fostering employee wellbeing and belonging , both of which influence job satisfaction and performance.

When managers are compassionate leaders towards both themselves and others, they become more effective — as individuals, on their teams, within their organizations, and even impacting their entire communities. Compassionate leaders come to work as whole people, and work alongside others, enabling them to be whole people too, to create shared value for the collective.

Ready to Take the Next Step?

Take a meaningful step toward increasing compassionate leadership in your workplace by starting a conversation with colleagues on your team or at your organization. Download Our Compassionate Leadership Conversation Starter Guide now .

Get our complimentary resource for (better) leadership today for help facilitating a productive conversation with your team on what compassion looks like at your organization.

Based on Research by

Stephanie is a researcher with a background in developmental and educational psychology. Her research at CCL focused primarily on promoting equitable and inclusive organizational cultures, exploring collective leadership through networks, and enhancing motivation and empowerment for leaders across their professional journeys.

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In this webinar we discuss how to lead with compassion to enable leaders to create space to care for themselves and others.

With over 30 pages of insights gleaned from our research, this collection of resources includes actionable tips and team discussion questions to help you become a (better) leader with a focus on compassion, wellbeing, and belonging.

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How to support the people you lead in times of uncertainty, those in any kind of leadership position right now are called to find compassion for the people they serve..

Recently, an employee at a major Ohio company lost his mother to coronavirus. Under normal circumstances, his colleagues would have offered expressions of support and sympathy in person. They would have attended a funeral or memorial service. They would have made a meal for his family. But, since the state was under stay-at-home orders, none of that was possible.

At first, the team looked to their manager for guidance about what to do. But the manager hadn’t faced a situation like this and didn’t really know. So, he reflected the question back to his team: “What do you think we can do to help?”

The team suggested a Zoom call that evening. A 30-minute planning call turned into 90 minutes of sharing their feelings and brainstorming how to express their sympathy, but also checking in on one another and even finding some humor in each other’s stories of being cooped up at home. By starting a dialogue and listening to their suggestions, the manager helped individuals to cope with their grief while enabling them to collaborate on a solution. The experience opened up the team to new ideas and ways of adapting to highly confusing and uncertain times.

Whether you are a manager, teacher, physician, nurse,  counselor, or cleric, you are a leader in your organization and community. In times of uncertainty and distress, it’s often hard to know how to best help others, much less motivate them to continue performing, learning, and growing. This can be especially difficult in the midst of the COVID-19 pandemic, which is changing how you work, how you learn, how you play, and how you communicate.

Many of your colleagues, clients, patients, and students are experiencing financial stress, uncertainty, and fear. It’s understandable for you to feel utterly helpless—and it’s natural to cling to the status quo, urging people to stick to deadlines, assigned tasks, and as-normal-as-possible routines. But that would be a mistake.

As we explain in our new book Helping People Change , the best leaders and coaches seek to connect with and understand others. They prioritize their team’s needs and create an environment of trust and support. They attend to building relationships, not just completing tasks. They motivate others to adapt, develop, persevere, and perform, even in the most trying of times, through a process we refer to as coaching with compassion .

Coaching with compassion

In the face of uncertainty, it is tempting to slip into taskmaster mode and resort to simply telling others what to do in order to fix a problem or improve a situation. We call that coaching for compliance because the aim is compliance to some external standard of how a person should behave or what they should accomplish. That can sometimes work when the context is predictable and known and the goal is clearly and discretely defined, such as coaching a salesperson to achieve quarterly goals. But none of these characteristics apply to periods of volatility and distress.

Research suggests that coaching for compliance often leads to an outcome that is the opposite of what we desire. The individual can feel pressured or obligated, which activates a physiological state known as the “negative emotional attractor.” This state involves the body’s stress response system, which is essential for our fight-or-flight instinct, but will inhibit a person’s ability to actually learn, grow, and change. When the negative emotional attractor is triggered, a person is likely to become defensive and closed down emotionally, cognitively, and physiologically.

Coaching with compassion, on the other hand, involves helping others to uncover or discover their ideas, feelings, hopes, and dreams and then supporting them in their efforts to adapt and change. This approach emphasizes the needs of the individual or group, rather than the agenda of the leader, and prioritizes building a resonant relationship with others. A resonant relationship is one anchored in mutual trust, where the leader takes intentional steps to notice people’s efforts and express gratitude, as well as suspend judgment and deeply listen.

Connecting and coaching with compassion activates an alternate physiological state, known as the “positive emotional attractor.” When we create resonant relationships with others, positive emotions are unleashed and the person is likely to feel more confident, hopeful, and open to considering new ideas. This also creates a sense of renewal for both parties in the relationship, thus reducing the negative effects of stress.


In two of our brain imaging studies, we found that when people discussed their dream or personal vision with a coach for 30 minutes, it activated the brain networks that enable us to be open to new ideas and other people. In contrast, 30 minutes of discussing their current problems suppressed these networks. This effect explains why 25 to 35 year olds who receive coaching see a dramatic improvement in their emotional and social intelligence that lasts for years.

How to coach with compassion

We have more opportunities to lead and coach with compassion than we often realize, but it requires us to be intentional about being aware of ourselves and others and about cultivating empathy in our conversations and relationships. Quite simply, we need to remember to “ REACH 2 ”—to follow the six steps below as we strive to help others.

R stands for resonance . Leaders need to reach out and connect in ways that are in sync and in tune with others’ thoughts, feelings, and experiences. The goal is to create a supportive, trusting, positive relationship in which you are focused on the other person over yourself. 

In one organization, for example, a manager carved out 30-minute windows of time at the beginning of each workday and invited individuals on his team to join him virtually. He called it “coffee with Kevin.” His intention was to check in with each person without having a laundry list of tasks to cover. Once people slowly started to attend, Kevin was shocked at how much he didn’t know about the individuals on his team, and how much he enjoyed getting to know them better. This simple act enabled him to feel more connected to them in rewarding ways.

E reminds us to lead with empathy . We need to shift our concern from wanting to be understood to understanding others.

At one U.S. university, the campus closed abruptly and courses transitioned online as cases of COVID-19 accelerated. One professor received an email from a student asking for an extension on her final course paper, worth one-third of her grade. The student explained how she had returned to Spain to help her family, whose business was in trouble amid the pandemic, and she was now working 14-hour days and struggling to concentrate in school.

The professor had a choice—to urge the student to prioritize school, share her concerns, or just discuss the details of the assignment and avoid the other topics altogether. She put herself in the student’s shoes and imagined the stress of the situation. She knew the assignment required focus and critical thinking, which would be difficult to muster even in normal conditions. She ultimately agreed to a one-week extension, which in turn lifted a heavy burden from the student’s shoulders and enabled her to finish the semester on a positive note.

A is about being aware of yourself and others. Before you can help others, you need to be clear on your mindset and emotions and their impact on the people and the environment around you. Emotions are contagious; so when you lead with joy, hope, humor, and love, others feel that. And when you lead with fear, anger, disappointment, and disgust, that rubs off on others, too.

One way to improve your self-awareness is to practice deep breathing exercises. Becoming aware of your breath can help you to calm your mind and your body and enable you to tune into yourself. Practicing deep breathing also helps you to reset your mind and body so that you can respond appropriately. For you, that might be before an important meeting that is likely to get heated or after reading an email from a colleague with unsolicited, constructive criticism on your work—or, really, any time you feel your neck stiffen and your heart start racing.

C represents connecting with compassion . When we act from a place of compassion, we focus on the needs of others and respond in meaningful ways. Coaching others with compassion emphasizes caring, warmth, and tenderness to help another person in their professional development. We often have a front-row seat to expressions of emotion in others, running the gamut from joy to sadness to anger. When you demonstrate compassion in helping roles, you listen and respond to the emotions beyond the person’s words.

Active Listening

Connect with a partner through empathy and understanding.

For example, in a recent session, a coachee in our network welled up with tears in response to a question posed by her coach. The coach paused, allowed her to catch her breath, and then said, “I can see that struck a chord. Did you want to talk more about what’s behind the tears?” In situations like this, our tendency might be to ignore the person’s expression of emotion and continue with the discussion as if nothing happened. The problem is that you dismiss the person in the process and send the message that you don’t care about their feelings, which in turn may cause them to close down further.

H is about spreading hope . You unleash positive emotions and uplift others when you help them to envision a brighter and better future. In the face of uncertainty, the tendency can be to succumb to worry, fear, and anxiety. Intentionally spreading hope is about acknowledging the difficulty and also the possibilities. In coaching conversations, that can take shape by reminding the other person of their strengths as well as your belief in their ability to get through the period of uncertainty. You can help others tap into hope by asking them what is possible now that wasn’t as likely before.

H also refers to the power of humor . Stress shuts us down to new ideas and experiences. It also makes us less likely to find things funny or amusing or be playful. By keeping things light, you remind others to keep smiling. Having a sense of humor and promoting laughter in the workplace has been shown to reduce stress and increase satisfaction, productivity, and performance. 

Consider, for example, a team who made a sizable error that caused them to significantly overstate their department’s quarterly forecast in the organization’s end-of-year projections. When they sat down with their manager to disclose the error, you could feel the tension in the air as they awaited what would surely be an angry outburst. Instead, the manager paused for a moment, then smiled and said, “I guess I need to call the car dealership and cancel my order for that Porsche.” 

Everyone laughed, and immediately you could feel the tension in the room dissipate. They were in a much better place mentally and emotionally to have a productive discussion about how they could best address the issue and prevent any future errors. Using humor didn’t make the problem go away, but it did signal to everyone that it wasn’t the end of the world and that together they could come up with a creative solution. 

The most powerful way to ameliorate the stress and uncertainty we are feeling is to reach out and help others. This can be in small doses by helping them laugh, helping them figure out how they want to act, or stimulating in them a moment of discovery. In highly uncertain times, instead of quickly jumping into advice-giving mode or falling back on the often-dysfunctional approach of telling people what to do, we have a rare opportunity. By reaching out and connecting with compassion, we encourage others to be open, and to learn, change, and develop in meaningful ways during this time of crisis.

About the Authors

Ellen Van Oosten

Ellen B. Van Oosten, Ph.D. , is associate professor of organizational behavior and faculty director of executive education at Case Western Reserve University. She is a cofounder of the Coaching Research Lab, a scholar-practitioner collaboration to advance coaching research, and coauthor of the book Helping People Change: Coaching for Lifelong Learning and Growth (Harvard Business Review Press, 2019).

Richard E. Boyatzis

Richard E. Boyatzis, Ph.D. , is a distinguished university professor at Case Western. He is a cofounder of the Coaching Research Lab, a scholar-practitioner collaboration to advance coaching research, and coauthor of the book Helping People Change: Coaching for Lifelong Learning and Growth (Harvard Business Review Press, 2019).

Melvin L. Smith

Melvin L. Smith, Ph.D. , is a professor of organizational behavior and faculty director of executive education at Case Western. He is a cofounder of the Coaching Research Lab, a scholar-practitioner collaboration to advance coaching research, and coauthor of the book Helping People Change: Coaching for Lifelong Learning and Growth (Harvard Business Review Press, 2019).

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Essay on Kindness Is Compassion in Action

Students are often asked to write an essay on Kindness Is Compassion in Action in their schools and colleges. And if you’re also looking for the same, we have created 100-word, 250-word, and 500-word essays on the topic.

Let’s take a look…

100 Words Essay on Kindness Is Compassion in Action

Understanding kindness.

Kindness is the act of being considerate, generous, and friendly to others. It involves showing empathy towards others, which means understanding their feelings.

Kindness and Compassion

Kindness is compassion in action. Compassion means feeling for others, and when we act on that feeling, we show kindness.

The Power of Kindness

Kindness can change lives. A simple act of kindness can make someone’s day better. It can also inspire others to be kind.

Kindness is important. It makes us human and brings happiness to others. Let’s practice kindness every day.

250 Words Essay on Kindness Is Compassion in Action

Introduction.

Kindness is a universal language that transcends cultural, social, and geographical barriers. It is the embodiment of compassion in action, a tangible manifestation of empathy and understanding towards fellow beings.

Kindness: A Humanistic Approach

Kindness is not just an act, but a lifestyle that fosters an environment of positivity and mutual respect. It is the willingness to place someone else’s needs before your own, without expecting anything in return. In essence, kindness is compassion in action, a testament to our shared humanity.

The Ripple Effect of Kindness

A single act of kindness can create a ripple effect, inspiring others to act similarly. This domino effect can influence the collective consciousness of a community, promoting a culture of empathy and compassion.

Kindness and Mental Health

Kindness also has a profound impact on mental health. It stimulates the production of serotonin, a neurotransmitter that induces feelings of happiness and well-being. By being kind, we not only uplift others but also enhance our own emotional health.

In a world often marred by conflict and division, kindness serves as a beacon of hope. It is compassion in action, a simple yet powerful force that can bridge divides and foster unity. As college students, we have the responsibility to cultivate this virtue, shaping a more compassionate and understanding world.

500 Words Essay on Kindness Is Compassion in Action

Kindness is a virtue that transcends cultural, religious, and social boundaries, universally recognized as a fundamental trait of humanity. It is often considered as compassion in action, a tangible manifestation of empathy and understanding towards others.

Kindness is an act stemming from a deep-seated sense of compassion and empathy towards fellow beings. It is not merely an act of benevolence but an expression of understanding someone else’s situation and extending help without any expectation of reciprocation. Kindness is a selfless act, often driven by a genuine desire to alleviate another’s suffering or discomfort.

Kindness and Compassion: An Inextricable Link

Compassion is an emotional response to the suffering of others, coupled with a desire to alleviate it. Kindness, in essence, is the action driven by this compassionate impulse. When we see someone in distress, our compassionate instincts trigger a reaction to reach out and help, and this act of reaching out is kindness. Hence, kindness is compassion in action.

The Practical Implications of Kindness

The practical implications of kindness are far-reaching and profound. Kindness fosters a sense of community and mutual respect among individuals. It promotes a culture of cooperation and understanding, making our societies more harmonious and peaceful. Moreover, research has shown that acts of kindness have a positive impact on the mental and physical health of the giver, as well as the receiver.

Kindness in the Modern World

In the fast-paced, competitive world we live in, kindness often takes a backseat. The focus on individual success and achievement can sometimes make us oblivious to the needs and struggles of others. However, it is in these challenging times that kindness becomes even more critical. It serves as a reminder of our shared humanity and the interconnectedness of our lives.

Kindness has the power to transform lives and societies. A single act of kindness can create a ripple effect, inspiring others to act kindly as well. It can break barriers of hostility and mistrust, fostering a sense of unity and mutual respect. In a world often divided by differences, kindness serves as a bridge, reminding us of our shared human experience.

In conclusion, kindness is more than just a moral virtue; it is compassion in action. It is a testament to our capacity to empathize with others and our desire to alleviate their suffering. In a world that often emphasizes individual achievement and success, kindness reminds us of the importance of community, cooperation, and mutual respect. It is a powerful force that can transform lives and societies, fostering a sense of unity and shared humanity. As such, it is incumbent upon us to cultivate and promote kindness in our lives and our societies.

That’s it! I hope the essay helped you.

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• Essay on How to Avoid an Argument
• Essay on Happiness in Life
• Essay on What Are the Qualities of a Good Leader

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A Leader is Compassion by Greg

Greg's entry into Varsity Tutor's December 2021 scholarship contest

A Leader is Compassion by Greg - December 2021 Scholarship Essay

To sum up, a leader in one trait is difficult to do. Leaders possess so many good traits that seem to be of equal value on some level of compatibility. There are, of course, some basic qualities that leaders display often. Attention to detail is one such trait. Leaders are attentive. They pay attention to the big picture and the minuscule details. I believe a leader can derive ideas that are outside the box because they pay so close attention to the world around them. This is a quality trait in anyone, including a leader. Yet, there are greater traits than this.

Leaders have courage as well. It takes courage to be a leader. Leaders are called to act with a certain level of confidence that is expressed as courage. When people are faced with a difficult challenge it is a leader who will step up to begin the physical process of solving it, even if the solution could result in physical harm. This courage can be infectious in an incredibly effective way. The motivation is perpetuated to others by the leader’s charm and charisma; two other traits of a leader. Charm and charisma give a leader an advantage when it comes to incentivizing others. Leaders understand how to associate and relate with those that they lead. This uncovers yet another quality trait of a leader – excellent and effective communication. This brings to mind intelligence. Leaders are intelligent people, who are courageous, motivational, and understand their followers. They have excellent communication skills and know what to say, and when and how to say it.

There are yet many more traits that qualify a leader as a special personality. The question posed, however, is that of one trait. “What trait do you think best describes a leader and why?” Compassion is the best and most complete trait to validate a leader. This can be found in some form or another in every other trait. Compassion requires mindfulness to the point of caring about the details of others’ feelings and life experiences. These can be complicated and involved which requires extra diligence. Compassion takes courage to do things for others that they may not appreciate, even though it is a kind act, or to accept backlash for going against popular opinion when leading followers into an unpopular direction. Leaders are trailblazers. It takes immense caring about something to lead others to follow you when the popular opinion says otherwise. It takes genuine love and passion (passion is in the word compassion). We derive courage from the motivating feelings we get when we are moved by compassion. When one feels compassion for another the natural response is to work to elevate that person up to where we are and beyond. Compassion drives us to other emotions that lead to courage.

Charm and charisma are also rolled up in compassion. Compassionate people are easy-going. They are approachable and sociable. They listen to your thoughts, your words, and respond with love and intelligence. Love and intelligence. These are the greatest qualities of a leader. Compassion is love and intelligence combined. It means caring about others with the details in mind, and mindfully responding to others. Leaders lead by example because they care that someone has to do it and would rather it be them than someone else. Leaders are the definition of compassion.

What Is Compassion and Why Should We Care?

It's not whether pain will show up; it’s how we'll respond when it does..

Posted April 3, 2023 | Reviewed by Michelle Quirk

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• Our instinct is to avoid our pain and side-step other people’s suffering.
• Being there for ourselves will help us better be there for others, and giving and receiving care from others will strengthen us.
• Emerging psychological research suggests that we evolved to be kind, caregiving, and collaborative.

When my son was two, he burned both his palms on an oven door I had left open while making cookies. As I cooled his hands under running water, my first thought was, “It was my fault. I am a bad mom.” But then I caught myself. What my son needed was a loving mom right now. If I was in my head beating myself up, I was only partially there for him. I took a breath and rubbed his back with compassion. To be there for my son, I needed to be there for myself, too. We are connected.

Caring is fundamental to our human nature. Caring for ourselves helps us navigate the little pains like minor parenting mistakes and the big ones like break-ups, illness, trauma , and loss. Caring for others connects us, motivates us to reach out and help, and gives our life purpose and meaning.

When you open your heart to life’s challenges and offer care, you are engaging in compassion.

Even though our brains evolved to care for our own well-being and that of others, many of us find it difficult to stay present and loving when faced with discomfort. Compassion is a skill set, and most of us still need to learn how to better be there for ourselves and care for each other.

We all do things we regret, face sudden bad news, and feel the stress of life’s uncertainty. Compassion is a value that can anchor you and be an active force to help you stay present, engaged, and open-hearted as you move through the challenges of living a human life.

The question isn’t whether pain will show up; it’s how you will respond to yourself and others when it does.

Compassion can feel foreign or challenging for many of us. Our instinct is to avoid our pain and side-step other people’s suffering. For example, do you

• Distract yourself or check out from uncomfortable feelings?
• Criticize yourself when you make a mistake?
• Want to avoid feeling anxious , sad, or angry?
• Look away when others are hurting?
• Have a hard time accepting help?
• Feel disconnected from your body?
• Have difficulty forgiving yourself or others?

Instead of withdrawing from what is painful, with compassion, you turn toward challenges and offer yourself and others your attention and support.

Compassion is a flow. Being there for yourself will help you better be there for others, and giving and receiving care from others will strengthen you, energize you, and offer you a sense of purpose.

Compassion is not a “should” or “ought” but an intrinsic desire to care for others and yourself. With compassion, you have the wisdom to see and understand things as they are and feel motivated to do something about it (Gilbert and Choden, 2014).

Definitions of Compassion

The word compassion comes from “com,” meaning with, and “passion,” meaning suffer . It literally means to suffer together, but compassion moves beyond just suffering. Practicing compassion involves confronting suffering and being motivated to help. Paul Gilbert describes compassion as having two parts:

• Engagement: Turning toward pain and suffering.
• Alleviation: Taking action to relieve pain and suffering.

Gilbert writes,

Compassion calls upon us to engage with suffering by being sensitive and open to it, while also generating the feelings of kindness, affiliative connection and warmth that can soothe and alleviate suffering. (Gilbert and Choden, p. 156, 2014)

For many of us, the word compassion may conjure up images of Gandhi, Mother Teresa, Dr. Martin Luther King Jr., Jane Goodall, Thích Nhất Hạnh, and Desmond Tutu—incredible people who devoted their lives to the selfless care and commitment to others' well-being. But there are compassionate people everywhere who are tuned in to the needs of others and taking daily action to be of service. And that includes you!

Consider these for yourself. Have you experienced

• An encouraging teacher or coach who believed in you?
• A friend who offered support when you faced loss?
• A health care provider who stayed calm when you were in crisis?
• A pet that offered a soft snuggle when you were sick?
• You, when you showed up with an open heart for yourself and others?

Although some may dismiss compassion as “touchy–feely” or occurring only rarely, emerging psychological research suggests that we evolved to be kind, caregiving, and collaborative. It’s what makes us human and allows us to be there for each other. As my favorite guitarist and climate activist Jack Johnson sings, we’re "Better Together."

Insight meditation teacher Gil Fronsdal translates the Pali term for compassion, which is Anukampa , to mean “caring.” He says he likes the word "care" because of its double meanings. It means to care for others, to value and appreciate them. But it also means to actively do something for them—to help and support them. Be a caregiver.

Compassion is a simple and basic way of relating to the world. You value caring and you take action to express that care. Compassion is actively protecting, supporting, teaching, and being generous toward yourself and the world around you. It’s a way of showing heartfelt concern for the welfare of all beings.

Compassion looks like this:

• Asking yourself, “What do I really need in this moment?”
• Being sensitive to the suffering of others.
• Offering help because deep down you really care.
• Reminding yourself that everyone makes mistakes sometimes.
• Turning toward difficult emotions with kindness.
• Setting boundaries .
• Speaking up against injustice.
• Being of service to something bigger than you.

Compassion is also a value that emerges as we grow more psychologically flexible. When you are open, willing, and engaged with your values, you may just find compassion is a natural outgrowth of committed action. Your brain and heart evolved to be caring. How can you act on compassion today?

To learn more about compassion and process-based approaches for living well, listen to Diana Hills's podcast Your Life in Process .

Diana Hill, Ph.D., is a clinical psychologist, co-author of ACT Daily Journal , and the host of the podcast Your Life in Process.

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how to do phd from iisc bangalore

Inorganic and Physical Chemistry

Indian institute of science, bangalore.

2022-23 PhD Admissions

The IPC department is participating in the PhD admissions for the 2022-23 academic year. The deadline for applications is 22 nd March 2022 . Further details may be found here: IISc's main admission site . Also consult the page on important dates .

Information on Admission to the Regular and Integrated PhD Programmes

This page provides quick information regarding admission to the PhD programmes at IPC department and is meant to supplement the information given in IISc's main admission site . The important dates are given here .

NOTE: All applications must be submitted only through the portal at IISc's admission site (link above).

Regular PhD and Integrated PhD programmes

The IPC department accepts students into two PhD programmes, viz. regular and integrated PhD programmes.

The Regular PhD programme is a post-Master's degree programme, and has a typical duration of 5 years. Once the admitted students join a research group, they begin their work under the guidance of their research advisor. They also undergo several courses as part of their research training programme.

The Integrated PhD programme is a post-Bachelor's degree programme, and has a typical duration of 6 years. Students are admitted into the Division of Chemical Sciences. For the first two years, the students take Master's level courses, with a project in fourth semester. By the start of the third semester, the students join a research group either in IPC or in another Chemistry department.

Research Fields

Required qualifications.

Master's degree in Science with Second Class or higher in any discipline.

       OR

Master's degree in Engineering with Second Class or higher in one of the following disciplines: Chemical Engg., Materials Engg., Biomaterials Engg., Biotechnology or Nanotechnology.

Note : The Second Class requirement applies to candidates in the General / OBC category. It is relaxed to Pass Class for SC / ST candidates.

• List of valid examinations: Valid GATE (Chemistry), Joint CSIR-UGC NET for JRF, CSIR NET for JRF, JEST (Physics) qualification certificate, valid INSPIRE Fellowship.

Bachelor of Science in Chemistry

Application, Interview, and Selection Process

Candidates must submit their application only via the online form at the main IISc admission's website. See the top of this webpage for the link to the site.

At the time of the application, the candidate must choose to apply to the IPC department. Two other departments in IISc may also be given as a choice.

Candidates will be invited to an interview in the IPC department based on a cut-off mark/rank in the qualifying examination. See the Required Qualifications section of this page for the list of examinations.

The interview is mandatory . Candidates who do not attend the interview automatically forfeit their chance for admission.

The interviews for August term admissions typically take place between mid May or early June. Interviews for the January term (mid-year) admissions, if conducted, typically take place in the second half of November.

Candidates will be invited to an interview based on their JAM rank. This will be independent of the automatic preference-based allotment process followed by the JAM on behalf of participating institutes.

The interviews are usually conducted around the second half of May.

Offer of Admission

Contact regarding admissions.

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Why do a Ph.D. at CDS?

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CDS offers course and research-based degree programs . The course program is M.Tech. (Computational and Data Sciences) , and the research programs are M.Tech. (Research) and Ph.D. . The Ph.D. program at CDS is the flagship program of the department, and it is these doctoral programs that have helped IISc secure the rank as top university and top academic institution in India. As a result, it is the Ph.D. students at IISc who gain the most from our leading rank and reputation, and also contribute the most to the success of the Institute.

The Institute and the department strongly encourage applicants to join the Ph.D. program if they have the enthusiasm for research and advancing technology. However, many of the applicants to CDS are new to research, and you may be wondering “Is a Ph.D. right for me?” . This FAQ will try to address some of the misconceptions of a Ph.D., and offer our view on what it takes to do a Ph.D. at the CDS department of IISc, and how you can benefit from it.

• A research program gives the opportunity to develop advanced skills in a focused area, and make a tangible intellectual contribution. It is about depth rather than breadth .
• The research programs at CDS have much fewer course credit requirements , e.g., 12 credits for M.Tech.(Research) and 24 credits for Ph.D. as part of the Research Training Program (RTP) , compared to 40 credits for M.Tech.(CDS) course degree. The set of RTP courses are completely flexible and decided by the student and their advisor. This allows you to take courses that train you in your research area, and gives more time to do guided research.
• A research program also gives you flexibility in the topic that you wish to conduct research on, even if you are new to it as long as you are passionate about it. There is less time-pressure and you get the chance to pick up the necessary skills and make a sustained impact.
• Students in a research program work closely with an advisor right from the start of their program and get to interact and collaborate with other students in the research lab. This offers additional mentorship from peers, and a strong research support network. The students get to use all facilities of that lab, in addition to the facilities of the department.
• Lastly, the career options once you complete a research degree are much broader and international in nature. You will also get a higher quality and payscale job compared to someone with just a course-based degree.
• That is perfectly fine. We have many students who join without prior research experience. Even those who have conducted research earlier may not have worked at a top institution like IISc, and will need to be retrained. The courses taken as part of the research training program in the first 2 semesters, along with the research experience gained in the lab and advisor you work, with will prepare you for research.
• At the same time, you should already be strong in your undergraduate courses and fundamental concepts . During the admissions process, we will test your level of preparation in your undergraduate subjects and your ability to apply those concepts. Prior research experience is not required.
• I heard a Ph.D. takes 5, 6, 7, 8+ years to complete. I don’t want to commit that long!
• That is not true. IISc has firm guidelines on how long a Ph.D. degree can take, and students MUST complete their doctoral studies latest by 6 years. At the CDS department, the average time to graduate with a Ph.D. is less than 5 years .
• Research programs offer students the flexibility to accelerate their graduation time if they perform well, and have made a mark in their research topic. This is up to the student and their advisor, and a motivated student can finish rapidly. In fact, in some research areas, the longer you take, the less interesting that topic becomes since technology is fast-changing.
• Not particularly. In both Masters and Ph.D. research programs, you first get research training in an area, then identify a suitable dissertation topic, and finally work on that topic for the rest of your degree. The key difference between the Masters and Ph.D. programs is that a doctoral student can select a topic that is more interesting and impactful since they can spend more time doing research. The more in-depth a student works on a research problem, the more meaningful the outcomes and better the future prospects.
• In fact, one can consider the 2-3 years spent in the M.Tech. (Research) program to be the preliminary part of doing a Ph.D. It takes just 1-2 years longer than a Masters student for a Ph.D. student to complete — this maximizes your academic investment! It is a big bonus compared to doing a Masters first and then separately a Ph.D., which can take 7+ total years.
• What if I realize that I am not cut-out for research after I start my Ph.D. program?
• This is a reasonable concern since the true meaning of research will be evident only after you start your research. We understand this and offer a chance for doctoral students who feel that a Ph.D. is not right for them to exit with a M.Tech.(Research) degree, once they fulfil the Masters’ degree requirement. This is a decision taken in consultation with the student, advisor, department, and the Institute. Nothing in the degree or transcript will state that the student transitioned from a Ph.D. This way, there is no impact on future academic or career prospects, and the risk is limited.
• Since IISc is the top research university in India, all departments including CDS place an emphasis on admitting Ph.D. research students . In fact, 65% of all students at IISc are in the Ph.D. program. Given a pool of applicants in an admissions cycle, priority will be given to Ph.D. applicants, and M.Tech. (Research) students will only be considered subsequently in the merit list. So if there are more high quality applicants to the Ph.D. program, then there will likely be fewer seats for Masters’ students. So we encourage students to consider the information provided in this FAQ and apply for the Ph.D. program.
• At the same time, good students with exemplary performance in the admissions interview always stand a fair chance of being considered for the Masters if they have applied only for it.
• In fact, only a small fraction of students who graduate with a Ph.D. end up joining becoming a faculty, and the global career options are plenty.
• A majority actually join the industry , and at a much higher pay scale than their Masters’ degree colleagues. There are also industry jobs that require a Ph.D. degree, and research labs like Microsoft Research and IBM Research hire only doctoral graduates. The career advancement is also much faster. Since many low-tech jobs in the industry are being replaced by Artificial Intelligence, the job prospects for doctoral scholars are going to be much higher as they bring in higher order thinking and skills that cannot be automated. The quality of the work that is done in such research positions is also more interesting and cutting-edge, compared to basic coding and product development for students without a Ph.D.
• Many Ph.D. graduates also go on to start startups based on their research (e.g., Google was started based on Brin and Page’s doctoral topics, even though they dropped out). A doctoral degree trains a student to become independent and focused contributors, and to innovate on a daily basis. This is the essence of entrepreneurship. IISc also offers training on incubation and translation, and the department offers training on writing funding proposals. That’s why many startups and venture capitals, including Flipkart, Accel and Airwoot, hire Ph.D.’s or are led by them.
• D. graduates also have the option of joining universities and government labs as scientists and postdocs . These allow you to conduct research as part of a team on projects of national and international importance, but do not expect you to teach courses or advise students.
• Lastly, if you realize that you enjoy academic research and do wish to become a faculty at top universities worldwide, a Ph.D. is a requirement. Once you join IISc, you will realize that faculty labs are more like a high-energy startups rather than a cushy government job 🙂 And a Ph.D. from IISc is the best you can get in India to prepare you for a faculty position!
• I am interested in working/studying abroad after my studies at IISc. Does a Ph.D. from IISc help?
• Indeed, and this is common. IISc is the top university in India according to national and global rankings ( QS , THE ). We are also rank No. 8 in the world for small universities, which means more personalized attention to students. While IITs are well known for their B.Tech. Graduates, IISc is internationally famous for our Ph.D.s! Many of our graduates join top multinationals in India and abroad, in addition to postdoc positions at universities across the world for further training. In fact, one of the perks of doing a Ph.D. at IISc is the chance to attend international conferences several times and establish a network of global colleagues. This and your advisors’ contacts can help you secure a position at prime institutions worldwide.
• At the same time, if you do wish to return and work in India long term, you can always use your IISc Ph.D. to get placed at top postdoc positions or industry labs internationally, and return back to India when you are comfortable. Most faculty at IISc have international doctorates, post-doctorate and/or industry experience, and can advise you on this.
• IISc currently offers all Ph.D. students a scholarship of Rs.25,000/month for the first 2 years, and Rs.28,000/month for the next 3 years. This is periodically revised by the Government of India. All students are also provided on-campus hostel accommodation and mess facilities. The hostel and tuition fees are nominal. Students also have access to the Gymkhana sports facilities, various campus cultural and recreational groups, and a clean-green environment in the heart of the Bangalore city that is just a short ride from top restaurants and malls. All of this means you have more than Rs.15,000/month for your expenses , which is generous. In fact, this is not too different from an entry-level industry position once you deduct the housing costs and other expenses in a modern city like Bangalore!
• In additional, Ph.D. students can also apply to prestigious fellowships from the Government of India, and industries from India and globally. These are open only to doctoral students. At the top end, the Prime Minister’s Fellowship provides students with up to 8.7 lakhs per year , while the Visvesvaraya fellowship for Electronics and IT offers Rs.35,000/month . TCS, Google, IBM Research and Facebook also have global fellowship programs for PhD students, with up to US$3000/month given as fellowship. Given that you are a student at IISc, your chances of securing such a fellowship is much better than any other university in India!
• Yes and yes!
• The essence of research is to take a fresh perspective on existing problems, or identify novel problems that can be solved. So this requires a diversity of views when approaching the research area. Globally, there is a growing recognition of the importance of gender diversity in research and academia, particularly in the STEM (Science, Technology, Engineering, Mathematics) areas, to help solve hard research problems . As a result, there are specific programs to improve the enrolment of female students and employees in universities and industry. Special scholarships such as the Google Women Techmakers fellowship are available, and the Indian government also has programs from the Department of Science and Technology to support Women Scientists.
• IISc and CDS value diversity. About 25% of students at IISc are female and we hope to increase this number of the coming years. We make all possible arrangements to accommodate specific needs of individual students to ensure their academic success and a productive career. IISc also has the Women in Science, Engineering and Research (WiSER) group that offer a supportive network of female students, faculty and industrialists to address specific concerns. Prof. Rohini Godbole from IISc has even compiled a book on the leading women scientists of India, Lilavati’s Daughters , to serve as role models. A research career also offers flexible timings rather than a 9AM-5PM corporate job, and this can help with work-life balance as well.

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How Can I Get a PhD in IISc?

The Indian Institute of Science (IISc) in Bangalore is renowned for its cutting-edge research and academic excellence. It is highly reputed in India as well as the world for its reputed academic programs and research output. Getting a PhD in IISc is a dream for most research enthusiasts in India. If you want to pursue a PhD at IISc, this blog will help you understand the path needed to get admission to this renowned institute.

In this blog, we will discuss:

• Should I do a PhD at IISc?
• What path should I follow?
• Selection Processes

Should I Do a PhD at IISc?

IISc offers a wide array of research areas spanning various disciplines in Engineering and Science. Some highly reputed researchers and professors are popular globally in their fields. With this level of reputation, IISc never compromises the quality of the curriculum for its programmes. This makes PhD a tough task but it becomes the finest among that by any other institute. The level of exposure and experience you can get here is unparalleled and it opens the door to too many opportunities that would not have been possible without IISc. Thus, getting a PhD at IISc is a tough but worthy task.

Check out this blog to find out why IISc is so famous.

What Path Should I Follow?

You should remember that a PhD is not a simple thing to do. It is far more difficult and exhausting than bachelor’s or master’s programmes. You must be completely sure whether you want to commit to the hardship and should be ultimately interested in your field before applying. Here are some important points:

• Identify your research interests and keep an open mind for alternatives, including interdisciplinary streams to yours.
• You can join internships during your undergraduate for experience in research, which will give you insight into how your PhD might look like. Also, supervisors during your internships may agree to supervise your MS thesis or PhD, so keeping a healthy connection with them is advantageous.
• After you know your interest and field, you should look for potential supervisors whose work aligns with your aspirations. 
• There are so many researchers at IISc, so you must observe closely whose work interests you the most. You can take reviews on their supervision from their students at IISc or former students. Investing a good amount of your time in making these choices is essential because these will determine how your PhD will go. 
• You may begin searching for potential supervisors a year before the conclusion of your undergraduate degree. 

Selection Processes:

There are two types of PhD programs in IISc: Regular and Integrated. The Regular PhD programme is a post-master’s degree programme and typically lasts five years. The integrated programme is a post-bachelor degree programme and involves a master’s and PhD. IISc offers these programs in many fields, such as physics, chemistry, mathematics, biology, engineering, etc. The admission processes and eligibility criteria are different for each program and also depend on the field you are interested in.

Eligibility-

Eligibility varies from department to department, but here are some general guidelines and standards for all departments in IISc:

• You must have a bachelor’s degree (in your field or other related fields) if you apply for an integrated PhD and a master’s degree if applying for a Regular PhD programme. Some departments might require you to have a threshold CGPA or grades, which you can check on their official website.
• You must have qualified for the IIT-JAM (Joint Admission Test for Masters) exam if you are applying for an integrated PhD. JEST (Joint Entrance Screening Test) scores are also valid for physics.
• If you apply for a Regular PhD, you must have GATE (Graduate Aptitude Test in Engineering) scores. NET JRF (National Eligibility Test for Junior Research Fellowship) scores are acceptable.

While these are the general eligibility criteria, there are specific eligibility criteria for some departments, which you can check on their website . JAM, GATE, or JEST cutoffs vary from department to department and for reservation categories. Please check the same on their website for detailed information.

Admission Process-

It is important to familiarize yourself with the PhD admission process at IISc and keep yourself updated on the same. You need to submit an application mentioning your grades, degrees, scores of qualifying exams, and a few other things. You will be called for an interview based on your application and scores in the qualifying exams mentioned above. 

You must craft a compelling application highlighting your academic achievements, research experience, and a well-defined research proposal. Your application will decide whether you will appear for an interview or not. Tailor your application to demonstrate a precise alignment with the research interests of potential supervisors. It is important to keep an eye on their website for the latest updates and changes regarding applications.

Fellowship Opportunities-

We encourage you to apply for prestigious fellowships like the CSIR-NET, UGC-NET, or INSPIRE. Securing a fellowship not only provides financial support but also enhances your profile. Often, departments give some preference to students who have such prestigious scholarships. PhD students at IISc get various fellowships like JRF (Rs. 31,000), SRF (Rs. 35,000), and many others from organizations like DST, UGC, etc.

Conclusion:

Getting a PhD degree at IISc is challenging but highly rewarding. You must prepare hard for the above-mentioned qualifying exams and interviews and, most importantly, learn how to draft an attractive application. Start connecting to professors while in your bachelor’s degree itself. Pursuing a PhD is a difficult choice and requires you to be patient and hard-working. If you remain consistent with your learning and passion, you will eventually get into your dream institute for a PhD. You can check out our workshop on scientific writing and internship, which will help you excel in your field.

Check out this blog to know how a dropper can get into IISc.

Ques: What is IISc?

Ans : IISc Bangalore is one of the best institutes for scientific research in India and the world.     It stands for the Indian Institute of Science.

Ques: What are some of the best institutes in India for PhD in Science?

Ans: IISc, IITs, IISERs, NISER, Delhi University, Banaras Hindu University, etc are some of the best institutes in India for PhD.

Ques: Is it mandatory to have a GATE score for admission to a Ph.D. program at IISc?

Ans: GATE is mandatory if you want to join Regular PhD programs.

Ques: Are there fellowships or financial assistance available for PhD students at IISc?

Ans: Yes, IISc offers various fellowships and financial assistance schemes to support Ph.D. students. These include institute-funded fellowships, external scholarships, and research project assistantships.

Ques: How long does it take to complete a Ph.D. at IISc?

Ans: The duration of a PhD program at IISc is typically five years, depending on the field of study, the nature of the research work, and individual progress.

SciAstra is a team of scientists and research scholars from the top research institutes around the world like Oxford, Harvard, Cambridge, and so on. Our vision is to promote critical thinking and scientific temperament by helping students in their careers in science. 

We offer many free and paid courses where our mentors from the top research institutes like IISER , NISER , IACS , CMI, ISI IISC Bangalore , etc teach students in live classes, with study materials,  mock tests, books, and everything needed. We have taught more than 10,000 students already since 2021 and achieved over 1000 selections with AIR 1, 7,10, 12, and 13 in  IISc Bengaluru, IISERs, NISER, IACS, and so on.  If you are looking to prepare for IAT / NEST 2024, you can check out our courses and get access to live classes, recorded lectures, study material, mock tests, doubt-clearing classes, and much more!

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Department of mathematics.

Indian institute of science, the ph.d. programme.

See also: The Integrated Ph.D.Degree_Programme

The Department of Mathematics offers excellent opportunities for research in both pure and applied mathematics. Visit the Research Areas page to get a sense of the research interests of the faculty in the department. The written test conducted by IISc for entrance to the Ph.D. programme has been discontinued as of 2013. Students will be selected through the examinations listed below, followed by an interview at IISc.

Eligibility

Minimum second-class or equivalent grade in the qualifying examination/degree (which is relaxed to a “pass class” for SC/ST candidates). See below for degrees that qualify.

Master’s degree in the Mathematical or Physical Sciences, or B.E./B.Tech. (or equivalent degree) in an appropriate field of Engineering or Technology.

The candidate should also have passed one of the following entrance tests: CSIR-UGC NET for JRF, or UGC-NET for JRF, or GATE (all of these to be valid as of August 1, 2018), or the NBHM 2018 Screening Test; or must hold an INSPIRE Ph.D. fellowship.

Concerning candidates who have passed one of the above examinations: only eligible candidates who have been short-listed on the basis of their scores in one of the above examinations will be called for the interview. Note: the short-list for NBHM 2018 will be based only on the NBHM 2018 screening test. Selection to the Ph.D. programme will be based on performance in the interview.

Candidates who are yet to complete their examinations for the eligible degree and expect to complete all the requirements for their degree (including all examinations, project dissertations, viva voce, etc.) before July 31, 2018, are eligible to apply.

How to Apply

Please visit the IISc admissions page for information and instructions on how to access the online admission portal.

Students admitted to the Ph.D. programme need to take a minimum of 12 credits to complete the course requirement. Each course carries 3 credits. (View the webpage Courses for more information.)

Employment Opportunities after Ph.D.

Visit the webpage Careers in Mathematics .

Other relevant material

Nbhm ph.d. screening test: past question papers & answer keys.

June 2005: Question Paper , Answer Key

February 2006: Question Paper , Answer Key

January 2007: Question Paper , Answer Key

February 2008: Question Paper ,

January 2009: Question Paper , Answer Key

January 2010: Question Paper , Answer Key

January 2011: Question Paper

January 2012: Question Paper

January 2013: Question Paper , Answer Key

M.Tech. (Research) and Ph.D. Programmes. The Institute offers opportunities for pursuing advanced research in frontier areas of science, engineering and technology to motivated and talented students with a keen sense of scientific inquiry. Research students constitute the largest group on the campus (more than 70% of the student body).

The GATE 2023 exam will be conducted between February 4 and February 12, 2023. IISc Bangalore PhD is a 3 year program specialized in 31 courses. Minimum eligibility required for admission is 50% marks in the Master's degree in a relevant discipline. Total fee charged for the entire program is INR 75,600.

The Integrated PhD programme is a post-Bachelor's degree programme, and has a typical duration of 6 years. Students are admitted into the Division of Chemical Sciences. ... Indian Institute of Science Bangalore - 560 012 +91 80 2293 2382 office.ipciisc.ac.in Locate us on Google Maps. Quick Links: Email Login (Outlook) IPC Calendar

The duration of the Bachelor's degree such as BE / B Tech or equivalent should have a minimum tenure of atleast 4 years of study and Master's degrees such as M Sc or MBA should have a minimum tenure of atleast 2 years of study. Diploma holders with AMIE / Grad. IETE are not eligible for admission to the Institute.

IISc is the premier institute for advanced scientific and technological research and education in India. Admissions. Announcements; Degree Programmes. Under-graduate (UG) Programmes. Bachelor of Science (Research) B.Tech. (Mathematics and Computing) Post-graduate (PG) Course Programmes.

Candidates for the PhD program should prepare well on their fundamentals, come with a focus and knowledge of the research areas they would like to target in their PhD and have clarity on the preferred lab(s) and the kind of work done in them. ... Department of Computational and Data Sciences, Indian Institute of Science Bangalore, India 560012 ...

Frequently Asked Questions :PhD, Department of ECE, IISc Bangalore. How do I get admitted to PhD in the ECE Dept? In order to get admitted to PhD you must have. appeared in the GATE (e.g., in ECE, EE, or CS) within the last three years or other similar qualifying examinations or; secured a Master's degree in Engineering.

TCS, Google, IBM Research and Facebook also have global fellowship programs for PhD students, with up to US$3000/month given as fellowship. Given that you are a student at IISc, your chances of securing such a fellowship is much better than any other university in India! ... Indian Institute of Science Bangalore, India 560012 Phone: +91-80-2293 ...

PhD is undoubtedly one of the most prestigious academic degrees in the world. If you're interested in pursuing a PhD, then you should definitely check out th...

[email protected] . Integrated Ph.D Programme in Physical Sciences. General information and eligibility: The Indian Institute of Science, through its Integrated Ph.D. programme, offers exciting opportunities to talented students holding a Bachelor's degree for acquiring a rigorous and modern education in Mathematics, Physics, Chemistry ...

Visit the online admissions portal at https://admissions.iisc.ac.in, and click on the PG course programme or PG research programme. Students must first register on the Admissions Portal by clicking on "New user to register click here". Register by providing your name, date of birth and email address.

In this video, we're going to discuss the complete procedure for pursuing a PhD at the Indian Institute of Science (IISc) Bangalore. We'll give you all the i...

The Centre for Neuroscience will leverage the existing expertise at the Indian Institute of Science in engineering, mathematics, physics and biology to create a vibrant, interdisciplinary group to address problems that are beyond the capabilities of individual investigators. ... The CNS PhD program is designed to provide a solid foundation of ...

Aspirants for the Int. Ph.D. in the Mathematical Sciences must write the JAM 2018 examination. However, an aspirant who has qualified in JAM 2018 will need to apply separately to IISc through our admissions portal (see below). Additionally, THE NEXT THREE POINTS SHALL BE THE ELIGIBILITY REQUIREMENTS for the Int. Ph.D. in the Mathematical Sciences.

IISc also offers an integrated PhD position, wherein if you have a certain number of credits, you get both Master's and PhD degrees. This means that you don't lose anything; you only gain an extra year, and that extra year can be invested in many things in future. 2.

It is important to familiarize yourself with the PhD admission process at IISc and keep yourself updated on the same. You need to submit an application mentioning your grades, degrees, scores of qualifying exams, and a few other things. You will be called for an interview based on your application and scores in the qualifying exams mentioned ...

The Centre for Ecological Sciences, through the Division of Biological Sciences, admits students with a B.Sc degree, for an Integrated PhD Program. This mode of entrance to IISc is very competitive and is ideal for students who are highly motivated to pursue research soon after their Bachelor's degree. During the first two years, students ...

The Ph.D. Programme. See also: The Integrated Ph.D.Degree_Programme The Department of Mathematics offers excellent opportunities for research in both pure and applied mathematics. Visit the Research Areas page to get a sense of the research interests of the faculty in the department. The written test conducted by IISc for entrance to the Ph.D. programme has been discontinued as of 2013.

The information is available on admissions website click here. For Under-graduate programs FAQs, Click on the below link: Four-Year Bachelor of Science (Research) Programme, website link. Bachelor of Technology (Mathematics & Computing), website link. Course program (M.Tech./ M.Des./ M Mgt)

Indian Institute of Science - [IISc],Bangalore, Karnataka has 84 Courses with Average Fees 220200 per year. Top Courses at Indian Institute of Science - [IISc] Bangalore, Karnataka are ME/M.Tech, M.Phil/Ph.D in Engineering, BE/B.Tech ... Candidates seeking admission to the Integrated PhD programs should qualify in JAM and must update the ...

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Essay on Compassion | Meaning, Purpose, Importance of Compassion in Life

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Compassion is the powerful motivating force that is essentially important in our lives. The following essay, written by our experts, sheds light upon the meaning, purpose and importance of having compassion in life This essay is quite helpful for children & students in their school exams, college test, etc

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Essay on Compassion | Meaning, Purpose & Importance of having Compassion in Life

The Compassion is an emotional energy that we feel for someone or something else and which draws us to offer our support. If we have compassion for someone in need, it means that we feel their pain in our own hearts and are motivated to alleviate it in some way.

On a broader scale, compassion is loving kindness. It’s the heartfelt intention to offer hope and support, to feel someone else’s pain as if it is our own and to offer help.

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Compassion vs Empathy:

Empathy can be defined as, “the feeling that you understand and share another person’s experiences and emotions.”

While both compassion and empathy are about relating to the feelings of others, empathy is more focused on the other person’s emotions. Compassion expands that focus to include a desire to help. It shows up as wanting to support, to be there for someone in a time of need, and to offer help.

Empathy often causes an emotional resonance within us that motivates us to action, which is an aspect of compassion. However, empathy can be limited by our own feelings and experiences. For example, if someone else is feeling sad, but the only thing you can relate to in that moment is your own sadness, you may feel empathy for them but not be able to experience their sadness fully. This might lead you to try to cheer them up instead of letting them feel what they need to feel in order to heal.

On the other hand, compassion is more about emotional resonance and less about our own emotions. Because of this, it can be a more effective motivator for both giving and receiving help.

Kinds of Compassion

Compassion can be broken down into two categories: familial and altruistic. Familial love is the kind of compassion that comes from our personal family experiences. Whenever we feel love for someone in our family, we are experiencing familial compassion. For example, your parents showed you love and support when you were growing up—those are moments of familial compassion.

Altruistic love is the kind that focuses on loving others without any expectation for reciprocity. It’s the kind of love that you can feel for people you don’t know or have just met. It’s what leads to charity, volunteering, and philanthropy. People who dedicate their lives to helping others are often motivated by altruistic love.

Compassion in our daily Life

Having compassion for ourselves and others is an important part of keeping our hearts open. We all experience challenges in life that can cause us to shut down and close our hearts. When we have compassion for ourselves in these moments, it can prevent us from closing down further.

Compassion is also often necessary when helping others. If we are trying to support a homeless person on the street, for example, it’s much more helpful if we can offer them compassion. If we are judgmental of their situation, if we think that they “should” be doing something about it or that this is “their own fault,” we are not offering effective support. The same can be said for trying to help someone who is grieving, or a person struggling with anxiety.

It’s important to receive compassion as well as offer it. We all need support sometimes, and when we don’t get it, we can feel even worse about ourselves and the situation. If you are going through a tough time, it’s important to receive compassion from others to keep your heart open.

In order to offer compassion, we have to practice awareness of the suffering in our world and take a stand against it. We can’t offer compassion if we don’t know about the problem. In addition, mindful awareness of our own thoughts and feelings is a crucial part of compassion. Without self-awareness we can’t know what others need and we won’t be able to relate to them properly.

Developing Compassion in Life

Compassion can be developed by practicing mindfulness and meditation. Mindfulness is the practice of keeping our attention on the present moment and noticing how we’re feeling. We can think of this as “taking a moment” to check in with ourselves. Meditation is another way to practice mindfulness.

Compassion can also be encouraged by focusing on people’s beneficial qualities rather than their shortcomings or mistakes. If you focus mainly on the negative qualities of someone who is suffering, it can be harder to feel compassion for them. Another way to develop more compassion is by trying to imagine

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Compassion is essential to keeping our hearts open, and developing more of it will ultimately help us build better relationships with others. When we feel compassion, we feel motivated to help and support others, but it’s important to recognize that compassion is a whole-hearted feeling, not an emotion. Therefore it’s important that we also receive compassion from others, especially when we need it.

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