The impact of empathy in the workplace has been proven time and time again. It boosts innovation and engagement, decreases the risk of burnout, and improves employee retention (Van Bommel, n.d.). There is no question that empathy deserves more attention. This is especially true for leadership positions, as the demand for CEOs and executives who understand the importance of honesty, humility, and empathy continues to increase (McKinsey, 2019). Even on an individual level, empathic people tend to excel professionally and experience higher well-being (Emmert, 2020).
According to the 2019 State of Workplace Empathy study (Shanahan, 2019), 72% of CEOs believe that empathy should be strengthened. However, 58% of them struggle with consistently expressing empathy. Similarly, the 2023 Ernst & Young Empathy in Business Survey (EY, 2023) found that 87% of employees consider empathy essential in fostering an inclusive environment, job satisfaction, and efficiency. However, half of the respondents also believe that their organization’s efforts to express empathy are dishonest.
Expressions of empathy may easily come across as forced. Particularly in many Western cultures, where there is a strong distinction between formal and informal communication and behaviors deemed acceptable in the workplace. Many cultural notions run counter to empathy, leading us to believe that success requires competitiveness (Zaki, 2019, 183). Therefore, empathy in the workplace should be viewed through a cultural lens. Which structures within a company could implicitly indicate that its values emphasize success at any cost, rather than building a strong team despite challenges?
Defining empathy
Empathy is defined as “the ability to share someone else’s feelings or experiences from their frame of reference” (Cambridge Dictionary). Empathy is usually a response to someone sharing their vulnerability. According to J. Zaki (2019), a professor of psychology and the director of the Stanford Social Neuroscience Laboratory, empathy can be learned and developed as a skill. This can be achieved through exercises such as self-compassion, disagreeing without debating (by sharing how you came to your opinion and listening to the other person’s story), and focusing on others instead of ourselves during tough times (Zaki, 2019).
Expressions of empathy are especially valuable in difficult situations. Learning that something is failing when it shouldn’t, witnessing someone going through hardship, or a colleague admitting to making a mistake can all cause stress. However, expressing empathy in these situations can make a significant difference. So, how can we express more empathy while remaining authentic? Let’s explore what research has to say.
So, how can I express empathy?
Authenticity
Maintaining humility is often the most important when it’s the hardest. Making difficult decisions or facing a crisis is challenging, but the hardest moments are the ones where transparency makes the biggest difference. For example, laying someone off is unbelievably difficult, but there is a way to do it compassionately. This also includes letting go of perfection or keeping up with appearances.
Asking open-minded questions to facilitate understanding
Sometimes we aren’t able to empathize, not because we don’t care, but because we don’t fully understand the other person’s perspective. Asking questions powered by genuine curiosity is a great way of practicing active listening and gaining more insight into others’ perspectives.
Rewarding vulnerability
Psychological safety is built through systematically rewarding vulnerability with empathy. Acknowledging others’ feelings and validating them encourages sharing. With time, both expressions of vulnerability and empathy will become normalised and celebrated in the company culture.
Make it loud
If something has been helpful for you, express it and recognize that person in an all-hands meeting (Zavi 2019). Also, praise empathy in others when you recognize it. This sets the example for your other team members and colleagues.
When you start cultivating more self-awareness and practicing expressing empathy, remember that you are doing it for the good of everyone. As humans, we are more likely to engage in something we’re already seeing others doing, and that is essentially how cultures are created and maintained. When it comes to workplaces, it is up to every individual to support the behaviors that are helpful and positive. So, perhaps next time when you see someone struggling or expressing vulnerable feelings, try and relate to their feelings and think what kind of support you’d need in a similar situation. Always keep in mind that cultivating kindness is contagious.
Sources:
Emmert, K. (2020). Why Empathy Is the Most Important Skill You’ll Ever Need to Succeed. Thrive Global. https://thriveglobal.com/stories/why-empathy-is-the-most-important-skill-youll-ever-need-to-succeed/
Ernst & Young. (2023). New EY US Consulting Study Finds Companies With More Women in Leadership Are More Profitable. https://www.ey.com/en_us/news/2023/03/new-ey-us-consulting-study#:~:text=The%20survey%20follows%20the%20initial,even%20company%20revenue%20(83%25)
McKinsey & Company. (2019). Answering society’s call: A new leadership imperative. https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/answering-societys-call-a-new-leadership-imperative
Shanahan, J. (2019). 2019 State of Workplace Empathy Study. Businessolver. https://www.businessolver.com/resources/white-papers/2019-state-of-workplace-empathy-study
Van Bommel, T. (n.d.). The Power of Empathy in Times of Crisis and Beyond. Catalyst. https://www.catalyst.org/reports/empathy-work-strategy-crisis/
Zaki, J. (2019). Jamil Zaki: Expert on Empathy. Culture of Empathy Builder. http://cultureofempathy.com/References/Experts/Jamil-Zaki.htm
Zaki, J. (2019). The War for Kindness: Building Empathy in a Fractured World. Crown.
