101: EMPATHY
In leadership, you need perseverance, transparency, decisiveness and … altruism? Yes, say the experts. In the world of business, often perceived as a dog-eat-dog world, a little empathy goes a long way. Here are some important considerations if you're looking to make your organization more altruistic.
We're hard-wired to be empathetic. Success.com cites inspirational leadership expert Simon Senik, “We all have the responsibility to become the leaders we wish we had,” whether leading armies, global corporations or startup businesses. Senik calls endorphins and dopamine the quick, selfish chemicals that help us get things done — necessary for healthy brain function — and oxycontin the chemical that promotes trust and allows bonds to deepen and grow.
Empathy is a triad, says Daniel Goleman of Harvard Business Review. Cognitive empathy is the ability to see another person's perspective, helping a leader better express him or herself. Emotional empathy is the ability to feel what someone else feels; it leads to more effective mentoring and client management. “[These parts of the brain] tune us in by arousing in our bodies the emotional states of others,” writes Goleman. “My brain patterns match up with yours when I listen to you tell a gripping story.” Empathic concern is the brain's ability to sense what another person needs, with its roots in the circuitry that compels parents' attention to their children.
Empathy as a trait can be nurtured. Though we all have the innate ability to consider others, it can be fostered and made stronger by not interrupting people, tuning into non-verbal communication and remembering people's names. Bruna Martinuzzi of MindTools.com suggests being fully present when in the company of others. “Don't check your email, look at your watch or take phone calls when a direct report drops into your office to talk to you. Put yourself in their shoes,” she writes.
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