Video Transcript

Hi, it’s David Patmore here from CAL Corporate Solutions.

I’m sure we all love to feel that the people we work with care, respect, and are concerned about our needs, and today I wanted to share a couple of thoughts on leading with empathy, why you need to care.

When you look over the last 15 years, a lot has changed in the workplace. We’ve got the device driven digital world. The hybrid and remote workplace would be just two examples of that. When you look at engagement statistics, they still arrive at the same conclusions they always have. That is that people need to feel valued, respected, and are motivated by belonging to a work environment where they feel connected with a sense of purpose. In fact, disengaged workers are costing companies globally approximately seven trillion dollars in lost productivity.

The leaders that show genuine care and concern for employees’ lives are demonstrating one of the most critical skills needed to manage people successfully in this current workplace climate. Given the stress and burnout of the past few years, empathetic training is really gaining traction in management and leadership circles because it’s helping people to stay relevant and navigate the shifts of authentic employee need.

Organisations and leaders are experiencing very quickly these days that the past of that transactionally focused KPI metrics driven leadership style is not working, versus the empathetic support model that helps employees to feel psychologically safe, supported and acknowledged, with an empowering of their unique set of talent and skills.

A recent Gallup poll shows 85% of employees are unhappy in the workplace and 20% are so unhappy they’re making other employees unhappy. The attrition rates of people leaving and feeling disenfranchised from their leaders and organisation has reached a peak attention-grabbing point, and that is driving a reassessment of how we lead and support our teams and the current corporate landscape.

The cost of recruitment and training employees has been skyrocketing for organisations, and it is a cost that can have a sound prevention strategy applied with simple management style adjustments. So what are some of the simple effective things we can do to lead with empathy and show that we care? Well, here’s a useful 5P model to help.

Firstly, passion and purpose. Spiritual intelligence or value driven awareness helps people to know where they add the most value to the world around them. It marries passion with purpose, and using inspirational appeal to lead people by tapping into their personal aspiration helps to align people closer to their passions. For example, someone who’s environmentally conscious, perhaps finding ways to link or promote actions that align to this value for them. Give them responsibility to find ways to reduce negative impacts to the environment through wastage, for example, across the team.

Number two, perspective. As a leader, being open and committed to personal growth and a mindset that does that and asking for direction and admitting to error in our judgements and mistakes when relevant, is really powerful, because this creates the platform for authenticity and the building of openness and trust, and really at the moment the number one driver of high performance organisations is providing psychological safety.

Number three, power up, taking care of our physical and emotional well-being. Burnout is occurring because we are not taking the time to put on our oxygen mask first before we attend to others. Lead from a position of strength in your own well-being is a far more powerful model for your team to draw from and learn from.

Number four, people leaders. Developing your people-leading ability is an absolute must, no matter what your natural style tends to be. People leaders are different to managers, as you are not managing the business, you’re managing the people, and so getting to know your employees as human beings is critical for engagement success.

And lastly, number five, permission. This is about giving ourselves permission to be human, that emotional bravery. People thrive and perform in non-judgmental environments of encouragement. Performance environments can easily slide into a punishment culture with people feeling judged or second-class for not attaining a particular KPI standard. That doesn’t mean we don’t have standards, but it also promotes the image, management versus being honest and authentic, with people trying to present the best versions of themselves based on being accepted by their leaders, rather than being supported.

Anyway, I trust some of these thoughts have being useful and of value today, and I hope to see you again real soon, and bye for now.