Empathy works, if you lead with the right kind
Your best performer asks for a raise and tells you why: they need the money. You know they deserve it, and you also know company policy will not allow one before the end of the year.
Leadership requires empathy, but the type and amount of empathy used can make a significant difference in the outcome. A manager who follows the rules strictly and refuses to grant a raise before the end of the year may sound like the simplest conversation, but the way it is delivered can greatly affect the employee's perception.
Some managers use a rule-based approach, while others become overly friendly and fail to set boundaries. A third approach involves understanding the employee's situation and offering words of encouragement, but lacking a clear plan of action. The fourth and most effective approach involves acknowledging the employee's efforts, explaining the company's policies, and setting expectations for future salary increases.
Psychologists categorize empathy into two types - affective empathy (emotionally feeling the other person) and cognitive empathy (understanding their perspective). A combination of both results in four different leadership styles. The first two styles lack both understanding and perspective, while the third and fourth styles combine understanding with empathy.
Not all empathy is equal, and using the fourth approach can lead to better outcomes in the workplace, just as warm and friendly doctors get better results than formal ones, as shown in a study in The Lancet. However, empathy without perspective can be detrimental, as burnout can result from excessive concern for patients without considering their perspectives.
Executives, who make heavy decisions, may also face the same risk. Training empathy can help leaders navigate the delicate balance between feeling and making tough decisions.
Written by urgent.news from Bangkok Post Business's reporting — not their text. Machine-written — may contain errors; check the original before relying on it.
