How can you use empathy to better understand stakeholders?

Empathy is indeed a game-changer in understanding stakeholders. A practical example is when a CSR team at a tech company used empathy mapping to understand the concerns of local communities affected by their operations. By genuinely listening and engaging in dialogue, they identified key environmental concerns and collaborated on a sustainability initiative. This not only addressed the community's needs but also enhanced the company's reputation. Remember, empathy is about connecting at a human level – it's about feeling with them, not just understanding them. Let's use empathy to build bridges and transform relationships.

I would change this wording. Instead of defining your stakeholders, put a face on your stakeholders. Who are they? What do they need? Not what do they think they need, but what do they actually need?

Empathy is your superpower in understanding stakeholders. Step into their shoes. See the world through their eyes. Ask yourself: What are their needs? Their fears? Their aspirations? Listen. Really listen. Not just to words, but to the emotions behind them. Communication is key. But it's not just about talking. It's about connecting. Empathy builds bridges. It transforms relationships. It turns stakeholders into partners. In the end, empathy is not just understanding. It's feeling with them. And that changes everything.

Listen for themes and threads. See if you hear keywords. When does your stakeholder have the most energy? When do they talk fast or talk more? What do they talk about most? Be willing to hear hard things. If they start talking about something they are unhappy with and it's something you or your team or your organization is responsible for don't shut them down. Keep them talking. Learn all you can.

An important part in active listening is setting the tone and space for a conversation with broad barriers that allow for open, transparent and meaningful discussion. In order to listen best, consider what format your discussions or exchanges need to take in order to elicit information and understanding most. As an example, in a situation where multiple stakeholders might have competing interests or not want to divulge motivations for professional or other reasons, a confidential survey may be more useful than an open team discussion. Conversely, if you're working with a group that you can hold a safe, open discussion for and help bolster a culture of sharing, a planned, clear meet-up could be just the way to get disclosure going.

If you resort to using tools to understand the emotions of your stakeholder, you've lost. Be human. Think about what they are going through, what is important to them. You don't have to get it or agree with it. Try to put yourself in their seat.

This is where you want to use emotional intelligence. To some degree, you can mirror your stakeholder's communication style - as long as it is professional and effective - and method. If they prefer email, use email. If they prefer bullet points, write in bullet points. Figure out if they are a detail person or a get-right-to-it driver person and communicate appropriately. But always have the detail and the logic behind your recommendation ready.

In all of this, still trust your gut. What we call trusting your gut is really your experience and insight talking to you. Way too often we push it aside and discount it because it doesn't seem to fit or we are concerned what others will think.