101: Empathetic leadership
Executive Coach Joshua Miller says there is a stigma out there, one that’s holding back C-Suite leaders and in turn, their teams, from reaching true potential. The stigma is that to be empathetic as a manager is a weakness, when in reality, it’s a strength. But in today’s intense, competitive business environment, empathetic managers are seen as soft. It’s a concept, he says on LinkedIn, that is slow to change. Here are some other points about empathy in leadership.
It's good to ask what employees need. Nicole Lipkin at Forbes warns against jumping in and trying to solve all problems for a team member, which can drag a leader down. Asking what they need does not mean you are the one to necessarily deliver the help, either. Perhaps you refer them to someone who can assist, by making an introduction, for example. “Maybe it involves a coach or helping them seek counseling, or creating a workplace group where people can talk to each other openly about what’s going on in their lives,” she says.
It increases engagement. Dr. Helen Riess, director of the Empathy and Relational Science Program at Massachusetts General Hospital, says there are real benefits to empathy. Having an empathetic leader “energizes a team, makes them want to come to work, and makes people feel like they’re all in it for the good of the company or the good of the mission,” she tells TrainingIndustry.com.
A particularly troublesome area: Scheduling. Miller, the executive coach, says employees are particularly sensitive to staff scheduling. It’s an area where empathy is particularly needed. “Employees will be especially sensitive to anything that they perceive as unfair,” he said. It’s important to balance company deadlines with the value of each individual employee, maintaining engagement and peak productivity.
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