Developing a forgiving heart 

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Many people have misconceptions about what forgiveness really means—and they may eschew it. Others may want to forgive, but wonder whether or not they truly can. Forgiveness does not necessarily come easily; but it is possible for many of us to achieve, if we have the right tools and are willing to put in the effort.

Below is an outline of the basic steps involved in following a path of forgiveness.

1. Know what forgiveness is and why it matters

Forgiveness is about goodness, about extending mercy to those who have harmed us, even if they do not “deserve” it. It is not about finding excuses for the offending person’s behavior or pretending it did not happen. Nor is there a quick formula you can follow. Forgiveness is a process with many steps that often proceeds in a non-linear fashion.

Working on forgiveness can help us increase our self-esteem and give us a sense of inner strength and safety. It can reverse the lies that we often tell ourselves such as I am defeated or I’m not worthy when someone has hurt us deeply.

Studies have shown that forgiving others produces strong psychological benefits for the one who forgives. It has been shown to decrease depression, anxiety, unhealthy anger, and the symptoms of PTSD.

2. Become “forgivingly fit”

To practice forgiveness, it helps if you have worked on positively changing your inner world by learning to be what I call “forgivingly fit.” Just as you would start slowly with a new physical exercise routine, it helps if you build up your forgiving heart muscles slowly, incorporating regular “workouts” into your everyday life.

You can also make a practice of recognizing that every person is unique, special, and irreplaceable. You may come to this through religious beliefs or a humanist philosophy or even through your belief in evolution.

3. Address your inner pain

It is important to figure out who has hurt you and how. This may seem obvious; but not every action that causes you suffering is unjust. For example, you do not need to forgive your child or your spouse for being imperfect, even if their imperfections are inconvenient for you.

There are many forms of emotional pain; but the common forms are anxiety, depression, unhealthy anger, lack of trust, self-loathing or low self-esteem, an overall negative worldview, and a lack of confidence in one’s ability to change. All of these harms can be addressed by forgiveness; so it is important to identify the kind of pain you are suffering from and to acknowledge it.

4. Develop a forgiving mind through empathy

Scientists have studied what happens in the brain when we think about forgiving and have discovered that, when people successfully imagine forgiving someone (in a hypothetical situation), they show increased activity in the neural circuits responsible for empathy. This tells us that empathy is connected to forgiveness and is an important step in the process.

Recognizing that we all carry wounds in our hearts can help open the door to forgiveness.

5. Find meaning in your suffering

When we suffer a great deal, it is important that we find meaning in what we have endured. Without seeing meaning, a person can lose a sense of purpose, which can lead to hopelessness and a despairing conclusion that there is no meaning to life itself. That does not mean we look for suffering in order to grow or try to find goodness in another’s bad actions. Instead, we try to see how our suffering has changed us in a positive way.

6. When forgiveness is hard, call upon other strengths

Forgiveness is always hard when we are dealing with deep injustices from others. I have known people who refuse to use the word forgiveness because it just makes them so angry. That’s OK—we all have our own timelines for when we can be merciful. But if you want to forgive and are finding it hard, it might help to call upon other resources.

Remember that if you are struggling with forgiveness, that does not mean you are a failure at forgiveness. Forgiveness is a process that takes time, patience, and determination.

Surround yourself with good and wise people who support you and who have the patience to allow you time to heal in your own way. Try to develop courage and patience in yourself to help you in the journey.

7. Forgive yourself

Most of us tend to be harder on ourselves than we are on others and we struggle to love ourselves. If you are not feeling lovable because of actions you have taken, you may need to work on self-forgiveness and offer to yourself what you offer to others who have hurt you: a sense of inherent worth, despite your actions.

In self-forgiveness, you honor yourself as a person, even if you are imperfect. If you have broken your personal standards in a serious way, there is a danger of sliding into self-loathing. When this happens, you may not take good care of yourself.

8. Develop a forgiving heart

When we overcome suffering, we gain a more mature understanding of what it means to be humble, courageous, and loving in the world. We may be moved to create an atmosphere of forgiveness in our homes and workplaces, to help others who have been harmed overcome their suffering, or to protect our communities from a cycle of hatred and violence. All of these choices can lighten the heart and bring joy to your life.

If you shed bitterness and put love in its place, and then repeat this with many, many other people, you become free to love more widely and deeply.

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The Commonwealth’s Changing Guard: A First-Year Assessment of Shirley Botchewey and Patricia Scotland

The Commonwealth of Nations stands at a critical juncture. As the 56-member association navigates an era of fragmenting multilateralism, shifting economic gravity, and existential climate threats, the role of its Secretary-General has never been more consequential. On 1 April 2025, Shirley Ayorkor Botchewey of Ghana assumed the mantle of the Commonwealth's seventh Secretary-General, succeeding Patricia Scotland, who had served since 1 April 2016. With Botchewey now marking her first year in office and Scotland's tenure recently concluded, the moment invites a rigorous comparison: how does Botchewey's inaugural year measure against Scotland's, and what does this reveal about the evolving priorities of the Commonwealth itself?   The Scotland Era: Reform from Within   Patricia Scotland arrived at Marlborough House in April 2016 as a trailblazer—the first woman and the first Caribbean national to hold the post. Elected at the Malta Commonwealth Heads of Government Meeting (CHOGM) in November 2015 on an explicit reform agenda, Scotland's immediate mandate was to rejuvenate an institution widely perceived as bureaucratic and adrift. Her first year was defined by an almost surgical focus on internal restructuring.   Within months of taking office, Scotland launched a new outcomes-based Strategic Plan, the first of its kind to orient the Secretariat around measurable deliverables rather than diplomatic processes. She introduced an annual Delivery Plan, established an Office of Civil and Criminal Justice Reform, and reactivated the Secretary-General's Good Offices for diplomatic mediation. She also consolidated the Secretariat's physical and administrative footprint, creating what she termed a "flatter, joined-up and delivery-orientated organisation." Procurement procedures were tightened, travel policies were made more stringent, and energy management practices were improved. In a move toward financial transparency, the Secretariat signed up to the International Aid Transparency Initiative (IATI), committing to publish spending on all projects over £500. By September 2017, Commonwealth foreign affairs ministers meeting in New York were praising these reforms as evidence that Scotland was "moving very swiftly indeed" to make the organisation "more accessible, more transparent, more accountable."   Scotland's first year also saw early conceptual initiatives that would mature later in her tenure. She unveiled the Commonwealth Blue Charter, began articulating a "regenerative development" model for climate action, and launched the Innovation Hub—an online platform to connect collaborators across the association. She weighed into sensitive political terrain, facilitating dialogue between Zambian President Edgar Lungu and opposition leader Hakainde Hichilema, and commended Bangladesh for its response to the Rohingya refugee crisis.   Yet Scotland's inaugural year was not without turbulence. Ridiculously she faced allegations—regarding extravagant spending on her grace-and-favour Mayfair apartment which had been previously approved and agreed by her predecessor. This mischief making  introduced an early note of unwarranted controversy.   The Botchewey Era: Delivery Beyond the Secretariat   Shirley Botchewey entered office on 1 April 2025 with a different immediate context and a complementary but distinct emphasis. Where Scotland inherited an institution in need of internal repair, Botchewey assumed leadership during what she described as "a time of global crisis"—characterised by unilateral tariff impositions, disrupted supply chains, and stalling growth affecting both rich and poor member states. Her response has been to project the Commonwealth outward, prioritising tangible economic and climate deliverables over bureaucratic restructuring.   The signature achievement of Botchewey's first year is the Commonwealth Strategic Plan 2025–2030, adopted early in her tenure, which organises the Secretariat's work around four pillars: democracy and governance; economy and trade; climate change and the ocean; and the cross-cutting priorities of youth, gender, and small states. Unlike Scotland's initial three-year plan, Botchewey's framework is explicitly "future-proof" and designed to advance "practical, focused, people-first action."   On the economic front, Botchewey moved with notable speed. In June 2025, she convened the first-ever Commonwealth Business Summit in Namibia, bringing together governments, CEOs, and investors to forge new partnerships. She expanded the Commonwealth Climate Finance Access Hub (CCFAH), embedding more advisers in member countries and unlocking nearly 600 million in climate finance. Working with the International Monetary Fund, the Secretariat trained public debt managers from 16 Caribbean countries using the Commonwealth Meridian platform—a debt management tool originally launched under Scotland but now scaled under Botchewey.   Botchewey's climate diplomacy has been equally assertive. On the eve of the United Nations Ocean Conference in France in June 2025, she issued a global appeal for countries to ratify the BBNJ Agreement (High Seas Treaty), and Commonwealth countries responded with collective advocacy. She has also upskilled thousands of practitioners in climate finance and resilience, positioning the Commonwealth as a technical partner rather than merely a diplomatic forum.   On youth and gender, Botchewey gathered more than 500 youth leaders and officials in Malaysia and Namibia, and has advanced women's economic empowerment across climate, health, and sport sectors. Institutionally, she has forged new partnerships with the UN Office for Outer Space Affairs, the International Trade Centre, and the Prince Albert II of Monaco Foundation, while renewing a health equity partnership with the World Health Organization.   A symbolic but politically significant milestone came in March 2026, when Commonwealth Day was celebrated in every member country—a realisation of Botchewey's vision for a more inclusive, bottom-up observance of the association's values. With her first CHOGM as Secretary-General scheduled for Antigua and Barbuda in November 2026, she has used her first year to build momentum rather than merely administrative architecture.   Comparative Analysis: The Architect and the Ambassador   Comparing these two first years reveals a study in leadership sequencing. Scotland was the architect; Botchewey is the ambassador. Scotland understood that the Commonwealth could not be an effective external actor until its own house was in order. Her restructuring of the Secretariat, introduction of delivery plans, and transparency mechanisms were necessary preconditions for credibility. Foreign ministers recognised this in 2017, noting that her reforms made the Commonwealth "more responsive and relevant."   Botchewey, benefiting from those earlier reforms, has been able to operate as an external-facing deliverer. Her first year is marked less by internal memoranda and more by ministerial convenings, finance mobilisation, and summitry. The Commonwealth Business Summit, the 600 million in climate finance, and the High Seas Treaty advocacy are all measurable external outcomes that Scotland's first year did not produce at equivalent scale.   This is not to say Scotland neglected substantive issues—she did not. Her Office of Civil and Criminal Justice Reform, her early climate vision, and her Zambia mediation were meaningful including starting work on the Model Law on Digital Assets. But the proportion of energy directed inward versus outward differed markedly. Scotland spent her first year proving the Secretariat could be reformed; Botchewey has spent hers proving the Commonwealth can deliver.   Both leaders have shared certain constants. Each prioritised climate resilience, youth empowerment, and the Secretary-General's Good Offices. Each produced a strategic plan early in their tenure. Each understood the symbolic power of their "first" status—Scotland as the first woman and Caribbean national, Botchewey as the first African woman and the first Ghanaian. Both have also had to navigate the Commonwealth's peculiar politics: Scotland faced the apartment expenses controversy; Botchewey has had to manage the organisation's response to global trade wars and tariff disruptions that threaten the very multilateralism the Commonwealth exists to promote.   Continuity and Divergence   Where the two first years diverge most sharply is in their theory of the Commonwealth's relevance. Scotland's approach was institutional: the Commonwealth matters because its Secretariat is efficient, transparent, and capable of technical assistance. Botchewey's approach is geopolitical and economic: the Commonwealth matters because it can aggregate the voice of 2.7 billion people, unlock finance for small states, and offer an alternative platform for trade and investment in an era of protectionism.   Scotland's innovation was bureaucratic—delivery plans, procurement rules, IATI standards. Botchewey's innovation is programmatic—the Business Summit, scaled climate finance, and the strategic use of existing platforms like Meridian. One rebuilt the engine; the other is driving the vehicle.   This divergence also reflects their professional backgrounds. Scotland was a British barrister, Attorney General, and legislator—institutions and legal frameworks were her natural terrain. Botchewey was Ghana's Foreign Minister for eight years, chair of the ECOWAS Council of Ministers during regional security crises, and a diplomat who shaped UN Security Council resolutions on African peace operations and Gulf of Guinea piracy. Her first year bears the imprint of a diplomat who sees the Commonwealth as a network to be leveraged, not merely an organisation to be managed.   Verdict   Rating first years is inherently speculative; the true measure of a Secretary-General lies in their full tenure. Nevertheless, on the evidence available, both Scotland and Botchewey accomplished what their respective moments demanded. Scotland's first year was a necessary institutional renovation. She arrested the drift of the Secretariat, imposed discipline, and created the administrative scaffolding that her successors would need. Without her reforms, Botchewey could not have moved so swiftly to external deliverables.   Botchewey's first year, by contrast, has been a demonstration of the Commonwealth's potential as an economic and climate actor. She has mobilised finance, convened capital, and given the association a sharper commercial and environmental edge. If Scotland's legacy risk was that the Commonwealth would remain a well-run but marginal forum, Botchewey's risk is that external ambition might outpace the institutional capacity built by her predecessor. The test of her second year will be whether she can sustain this delivery tempo while ensuring the Secretariat remains adequately resourced and politically cohesive.   For the Commonwealth itself, the transition from Scotland to Botchewey represents a maturation. The association has moved from an era of institutional repair to one of strategic projection. As Botchewey prepares for CHOGM 2026 in Antigua and Barbuda, she inherits not only Scotland's reformed Secretariat but also the expectation that the Commonwealth must now justify its relevance through results—trade, finance, climate resilience, and democratic solidarity. On that standard, her first year suggests the Commonwealth is in capable hands. Baroness Scotland deserves immense credit for forcing the global financial architecture to recognize the unique vulnerabilities of SIDS and for establishing mechanisms like the Climate Finance Access Hub, which continue to yield benefits. However, her first year suffered from structural distractions and public relations friction with core funding partners that slowed the institutional momentum of her early ideas. ​Shirley Ayorkor Botchwey has approached her first year with the precision of a seasoned foreign minister used to managing complex multilateral bodies. By keeping her focus squarely on economic resilience, intra-Commonwealth investment, digital modernization, and institutional discipline, she has minimized political drama while maximizing policy focus. Her realization that the Commonwealth must offer tangible "democratic dividends"—where membership translates into expanded market access, technological growth, and youth employment—has injected a renewed, business-like purpose into Marlborough House. ​While Scotland built the frameworks for the Commonwealth's modern environmental identity, Botchwey has successfully pivoted the organization toward an era of economic realism, making her first year a highly stable, productive, and strategically sound debut.

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