Necessary Leadership Attribute: Empathy, Overlooking It at Your Peril
Necessary Leadership Attribute: Empathy, Overlooking It at Your Peril
In a prior piece, we delved into empathy as a vital behavior in relationships and a valuable tool for leadership. Insights were provided by Maria Ross, an empathy researcher known for her extensive writing on the topic. Her latest book is titled "The Empathy Dilemma: Navigating the Tension Between Performance, People, and Personal Boundaries".
We inquired about empathy misconceptions. What are they, and how do they hinder effective relationships?
Ross explained that empathy isn't merely being nice. Being kind often stems from our own perspective, which may or may not align with the other person's needs. She mentioned that even though you could be an amiable office companion, constantly baking scrumptious cookies for your colleagues, it doesn't necessarily mean you comprehend their viewpoints.
Empathy, according to her, isn't about yielding to unjustified demands. While you can appreciate the other person's perspective and help them navigate tough business challenges, this doesn't involve relinquishing your stance. Submitting or catering to other people's demands doesn't equal empathy. Empathy entails considering their context and perspective, thereby allowing you to find common ground and move forward together. However, it doesn't imply agreeing with them or aligning yourself with their viewpoint.
In a multigenerational workplace, how can leaders ensure empathy becomes a fundamental part of the organizational culture?
Ross suggested beginning by acknowledging that no generation is inherently superior or inferior in terms of their perspective on the world or work. She proposed that leaders can foster empathy within the organization by encouraging intergenerational dialogues, establishing cross-generational mentoring relationships, and engaging in open and honest conversations to expose generational conflicts and biases.
Additionally, leaders can set clear values, norms, and expectations to ensure everyone, irrespective of age, comprehends the team's values, terminology, and expectations. By involving people from various generations to articulate these norms, a shared language and definition can be established.
How can leaders enhance their listening skills to connect genuinely with colleagues in the workplace?
Ross pointed out that frequently, people listen to reply rather than understand. She recommended being actively engaged in conversation, eliminating distractions, and setting aside time to focus on the speaker by turning off your laptop, putting away your phone, and looking into their eyes.
She suggested occasionally reflecting back what you are hearing and giving colleagues the space to express everything they feel compelled to share before jumping in with your perspective. Writing down notes during the conversation can also help avoid distractions and reinforce your attention.
In the context of empathy, how can leaders enhance their decisiveness, and what impact does this have on their team's engagement and performance?
Ross pointed out that leaders sometimes mistake avoiding tough conversations or decisions as empathy. However, this isn't the case. Postponing decisions and pursuing 100% agreement only leads to anxiety and impedes progress. In contrast, being overly authoritative isn't conducive to building trust either. The solution, according to Ross, is striking a balance between obtaining diverse input and making swift decisions.
For instance, leaders can gather feedback for a decision, such as choosing a team event venue or room color, and set a clear decision-making deadline. By praising people who share their ideas, leaders can encourage continued participation, regardless of whether their idea is implemented or not. This approach fosters trust, fosters buy-in, and ensures everyone feels valued.
Why can't the moral obligation to be empathetic be sufficient? Why do we need to discuss the "ROI" of empathy at work?
Ross acknowledged that the moral imperative to be empathetic isn't sufficient for everyone. Consequently, leaders require guidance on how to incorporate empathy into their leadership style. While Ross emphasized that she doesn't care what motivates individuals to embrace empathy, studies and data demonstrate that empathy increases engagement, performance, collaboration, loyalty, retention, and even customer satisfaction. Once someone embraces empathy, for whatever reason, they begin to perceive others' perspectives, engage with them, listen, and engage in dialogue. This transformation has a profound effect on individuals and teams.
- To foster empathy in a multigenerational workplace, leaders can encourage intergenerational dialogues, establish cross-generational mentoring relationships, and set clear values that everyone, regardless of age, can understand.
- Enhancing listening skills in the workplace requires being actively engaged in conversation, eliminating distractions, and setting aside time to focus on the speaker, reflecting back what you hear, and avoiding interruptions to give colleagues space to share their feelings.
- Striking a balance between obtaining diverse input and making swift decisions is crucial for leaders who want to enhance their decisiveness while maintaining empathy in the workplace. This approach fosters trust, encourages participation, and ensures everyone feels valued, leading to increased engagement, performance, and team satisfaction.