By Umme Sutarwala - June 14, 2022 4 mins read
Empathy is more than a nice-to-have soft talent; it can help firms develop their business by building more robust, more engaged teams.
In recent years, empathy has been frequently cited as a “soft skill” sought by employers, and it’s easy to see why. When employees treat one another with respect and understanding, it enhances morale as well as efficiency and production since the team is more apt to provide proactive support to one another. Employees that are able to empathize with others can also deliver better customer service.
Making blunders and not having all of the solutions should be viewed as opportunities to understand and contribute to the development of the organization. An organization’s strength should be its desire to learn and address challenges in challenging times. The genuine display of these vulnerabilities will inspire others to be brave as well.
Empathy and authenticity go hand in hand. Even if it’s not always easy, leaders must attempt to convey their flaws and humanity in order to connect with others. People must reveal weaknesses to create trust, and this trust must be repeated on a regular basis and sincerely. Only then can it become ingrained in the company’s culture and help to support the plan.
Sadly, empathy is rarely discussed in leadership development. Leaders should aim to make empathy a core component of company culture to raise awareness of its relevance. After all, helping individuals be the best version of themselves is the most effective approach to get the most out of them.
This includes assisting leaders in becoming better leaders. It’s absurd to expect all leaders to be born with leadership, executive decision-making, and corporate strategy skills, as well as empathy and an openness to team discussions. Every penny spent on superior leadership methods adds to the formula for improving team performance.
When a major change occurs, leaders want a better understanding of their employees. They must communicate with their teams, conduct surveys, and solicit their feedback on corporate decisions. When considering a return to work, employees may be concerned about their daily regimens, such as childcare or eldercare. Only by inquiring about such problems can leaders address them.
Diversity is frequently confused with inclusivity. Even if the organization is incredibly varied, employees should feel comfortable sharing their thoughts and concerns and knowing that they will be heard. One approach to accomplish this is to ensure that everyone understands their part in the company’s success. This will require frequent communication and a high level of transparency. Rather than merely stating where they are going, the idea is to get people to join them. Along the way, leaders should be open to their concerns.
This is complicated by the fact that strategy frequently changes these days, and the majority of modern firms use fully dynamic strategies. As a result, ongoing internal communication initiatives are required. People should be included in every step of a suggested plan, and everyone should be aware of what is coming next.
When people are afraid of what will happen next, problems occur. If at all feasible, leaders should anticipate these anxieties and handle them with strong and coherent communication at all levels of the business. Furthermore, they will be more productive if people know where they are going and how they can help them get there.
Umme Sutarwala is a Global News Correspondent with OnDot Media. She is a media graduate with 2+ years of experience in content creation and management. Previously, she has worked with MNCs in the E-commerce and Finance domain
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