Leading with Courage: Empathy in Action

In the late 90s and even into the start of the new millennium, information didn't flow that easy. We looked to our leaders to set the course. They had a wealth of knowledge and experience, and we were thankful for every opportunity to learn. It was a time that allowed for a top-down style of leadership to work well. Today, things are very different. Access to information is easy but applying it in realtime is complex. The very fabric of the workforce has changed, with three generations working side by side and a diversity of attitudes, perspectives and emotions at play. We live in a world where we are constantly being challenged with disruptions and uncertainties. So what does it really take to be a leader today???

I met Kathy (changed her name and details to protect privacy), early in March 2020, at the onset of the Covid-19 pandemic. Kathy leads a marketing team in a multinational bank. She is self-driven, always pushing the limits of her performance, juggling multiple roles, working long hours, and expecting the same from her team. She was fairly confident of her leadership style.??At the outset of the pandemic, her company, like many others, had to cut corners due to declining profits, while remaining unrelenting on targets. Being a highly goal-oriented by nature, Kathy dived into these challenges with vigour and determination. All was well until a company pulse survey at the end of the year revealed startling results. She was taken aback by the feedback from her team. They wanted to feel more empowered, more challenged and more rewarded at work. It got Kathy thinking on what she could she be doing differently.

As we delved deeper into Kathy’s leadership journey together, an important awareness emerged. While she was quick to adapt to the changing landscape, she needed to be more aware of her mindset towards her team. She realised that?an adaptive mindset perceives the ever-changing needs of clients, the organisation, and employees as well.?While she understood empathy as a concept, she wasso busy juggling multiple roles, that she misread her employees current mindset. After much introspection, she was finally able to acknowledge the changes she needed to make in her leadership style, starting with a mindset shift.?

Today, the very notion of the workplace has changed. Many people are working from home while simultaneously coping with multiple personal challenges. Therefore, employees cannot be viewed in isolation from their personal lives anymore. While one may have an understanding of empathy in theory, feeling and displaying it as a leader can be challenging, especially when one is already stacked against too many odds.Recently, I came across a beautiful rendition of “empathy in action”. Borosil's MD, Shreevar Kheruka announced that in the event of the demise of an employee, the company would continue to pay their families salaries for the next two years, while also covering their children’s education upto graduation. While upping employee morale at a critical time, this display of “empathy in action” will have a long-term impact on loyalty.

In reality, the news isn't always great. Therefore, how effectively one is able to?communicate?with their teams becomes key to a?collaborative?work space.?“Empathy in action” is sometimes about leading with courage, while also?deeply listening to our teams.?To translate this into practice, leaders need to:?

1.??Enable choice?by giving employees the flexibility to work in a manner and style that trusts and?empowers?them;?

2.??Create an environment of acknowledgement and recognition?that makes people feel valued and inspires them to bring their best selves to work; and?

3.?Pay attention?to subtle nuances and emotions, ask questions and?invite participation?

In doing so, leaders can keep a constant ear on the ground and align themselves with whats really happening to employees and the organisational culture.?

Today’s employee wants a larger piece of the pie, not just in terms of responsibilities but also creative freedom.?In prescribing less and collaborating more, leaders can motivate their teams to achieve a combined level of productivity that is far greater than what they would have contributed individually.Ultimately, it is the ability to inspire that sets a great leader apart from a good one.

-------------------------------------------------------------------------------------------------------------

Authored by: Jaya Mehrotra, Leadership Coach, 'Lead From Self'