Empathy as a leader - some tips

I hear some leaders worry that empathetic leadership is some kind of soft and squishy nice-to-have thing that trades off performance. Are we really still having this conversation?

In a high-stakes, high-pressure environment - like most of the places my clients work- empathetic leadership isn’t some soft, weak, “nice to have”. It’s crucial for fostering a supportive and productive team culture.

Here’s a few dos and don’ts that hopefully show how a bit (or a lot? can we have a lot?) of empathy looks. As opposed to the supposedly “realistic”, hard-driving leadership style favoured by certain folk, you will support high performance by allowing your team to stay happy, healthy and productive. That’s going to deliver the $$ in the long term as well as being nicer.

Don’t: Ignore signs of stress and burnout, in the belief that your people being able to hang in there by their fingernails while feeling awful as they make you some profit is merely part of the deal.

Do: Recognise the pressures and offer practical support. Say, “I see the effort you’re putting in. Let’s identify the most critical tasks and discuss how we can manage the workload effectively.”

Don’t: Overlook individual concerns, treating them as minor or irrelevant.

Do: Listen actively. Validate their feelings by summarising their points, ensuring you’ve understood, and then take steps to address those concerns genuinely.

Don’t: Apply a uniform management style, disregarding personal needs and circumstances.

Do: Customise support based on individual situations. For team members logging long hours, propose flexible schedules or remote work options, communicating, “Your well-being matters. Let’s adjust your schedule to help balance your workload.”

Don’t: Mistake a lack of approachability for professionalism.

Do: Be accessible for personal conversations, encouraging team members to share their challenges by ensuring, “My door is always open. Together, we can find the best solutions.”

Don’t: Assume that what motivates or demotivates you is the same for everyone on your team.

Do: Work to understand each team member’s unique drivers and stressors. For instance, you could say, “I’d love to know what supports your best work and how I can help address any obstacles you’re facing.”

By embodying these "Do's" and "Don'ts," leaders in law firms and other high-pressure workplaces can cultivate an environment where empathy drives performance, enhancing both individual well-being and collective success.

Until next week,

Take care of yourself and others

Madeleine

PS: Need some help putting this into practice? Let me know and please share with anyone you think may benefit.

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