We know that managers need a strong set of both technical and soft skills to be successful. But, the evidence to support the need for more empathy and empathetic leadership in the workplace continues to grow. Many believe that empathy is a skill that all managers must master to be truly effective leaders. After all, relationships are at the crux of business.
Some of us may remember when, as children, our parents or teachers suggested that “you can’t understand someone until you’ve walked a mile in their shoes”. This is empathy in a nutshell. Being able to see the other side of the story, or the other person’s perspective, is at the core of empathy.
My introduction to empathy in the workplace came from reading Daniel Goleman’s Emotional Intelligence: Why It Can Matter More than IQ. It’s an oldie but goodie and still relevant today. Empathy is one of the five crucial skills of emotional intelligence (the other four are self-awareness, self-regulation, motivation, and social skills).
The ability to share the feelings of another person allows managers to better understand and relate to that person. This, in turn, will help them better manage the expectations, objectives and goals of their teams. Trying to see another’s point of view puts managers in a much better position to communicate effectively and develop relationships. Managers will be better at motivating, understanding, and resolving issues once they have “walked in their employee’s shoes”. They will also be able to gain the trust and respect needed to foster teamwork and collaboration.
So, if having and demonstrating empathy in the workplace does all that, why don’t all managers do it? Empathy comes naturally to some. But to others, it is a skill that must be learned. For everyone, it is a skill that should be practiced, developed and cultivated. And, as with any skill, making it a habit is the key to successfully executing the behavior.
According to the Center for Creative Leadership (in their White Paper entitled “Empathy in the Workplace: A Tool for Effective Leadership by William A. Gentry, Todd J. Weber, and Golnaz Sadri), here are a few ways organizations can encourage a more empathetic workplace.
- Talk about empathy. Let managers know that empathy is just as important as other skills you value.
- Teach managers to be good listeners. Specifically, teach them to hear the meaning behind what others are saying, paying particular attention to non-verbal clues. And, teach them to be active listeners. Active listeners pay attention, don’t interrupt, withhold judgment, reflect by paraphrasing, clarify, summarize and share.
- Encourage genuine perspective taking. Encourage managers to put themselves in the other person’s place and to take the other person’s perspectives into account.
- Cultivate compassion. Support managers who care about how employees feel and who consider the effects that business decisions have on employees.
- Support global managers. Cultural differences make the ability to be empathetic even more important in creating productive working relationships.
If your organization is in need of a morale and productivity boost, maybe it’s time to practice and encourage more empathetic leadership. A new pair of shoes might just be the key to your success.
Submitted by Deborah M. McCormick