As a leadership consultant and researcher, I've seen firsthand the benefits of deep connections and empathy, as well as the repercussions of their absence. I've grown to believe that a leader's capacity to connect and understand others is critical to their success. Today, we will look at why building connections and empathy should be at the top of any leader's priorities list.
In an era of rapid technological advancement and global interconnectedness, the importance of human-centered leadership has never been more pronounced. The COVID-19 pandemic has further highlighted the critical role of empathetic leadership in navigating uncertain times. Leaders who have demonstrated genuine concern for their employees' well-being and fostered a sense of community despite physical distances have seen their organizations weather the storm more effectively. This shift towards more compassionate leadership is not just a temporary trend, but a fundamental change in how we perceive effective leadership in the 21st century.
The Power of Connection and Empathy
According to new research, connection and empathy are more than just "nice-to-haves" for leaders; they are brain needs. New research investigates the concept of "interpersonal neurobiology" and how our brains are literally designed to interact.
Decades of research in social psychology have demonstrated the enormous effects of good interpersonal interactions. According to studies, when our basic psychological needs of relatedness, belonging, and understanding are addressed, we are happier, healthier, and perform better. We feel empowered when leaders take the effort to engage with us as individuals rather than treating us as cogs in a machine. Empathy is also important in this context—leaders' ability to understand the viewpoints, experiences, and emotions of others enables for the formation of genuine human connections.
The neuroscience behind empathy and connection is fascinating and provides concrete evidence for their importance in leadership. Studies using functional magnetic resonance imaging (fMRI) have shown that when we experience empathy, the same neural networks activate in our brains as in the person we're empathizing with. This "mirror neuron system" allows us to literally feel what others are feeling, creating a powerful basis for understanding and connection. Furthermore, research has shown that leaders who consistently practice empathy and foster strong connections with their team members actually experience physiological changes, including reduced stress levels and improved cardiovascular health. These findings underscore the reciprocal benefits of empathetic leadership, not just for the team, but for the leaders themselves.
While substantial academic study over decades provides a solid scientific foundation, as a consultant, I've also witnessed personally in organizations how these concepts are actually implemented.
Two instances from very different industries clearly demonstrate the power that connection and empathy can have for leaders:
A healthcare startup achieves success through strong connections.
During the late 2010s, I collaborated closely with the CEO and founder of a healthcare technology business. During our many meetings, this founder highlighted how empathy and understanding others were "in his DNA" due to his years of experience as a physician. As the firm evolved, he took a conscious decision to foster strong ties across the whole staff through one-on-one check-ins, celebrating both professional and personal milestones, and cultivating a culture in which everyone felt like "part of the team."
This strategy paid off significantly. Employees were highly motivated and committed to the company's objective, and low turnover was one of the many good outcomes. Clients also enthused about how the startup "really got them" in comparison to other, more impersonal vendors. Fast forward a few years, and the company has enjoyed remarkable growth, successfully raised many rounds of funding, and even received acquisition proposals from larger firms—all evidence of how the founder's sympathetic leadership style drove engagement and performance.
A Manufacturing Plant Transforms Culture Through Empathy
At another point in my career, I worked for a manufacturing plant that was plagued by major culture difficulties, excessive absenteeism, and quality challenges. The plant manager at the time was a "command-and-control" authoritarian leader who did not recognize the importance of understanding individual people and their experiences on the job.
Following several poor quarters, a new general manager was hired with the intention of altering the culture. He made relationship-building a priority, visiting the facility for weeks, engaging in open talks with all shifts, and following up individually to understand about people's lives and what was most important to them.
While it took time, employees began to feel more listened, appreciated, and invested in the plant's success than ever before. Performance measures improved steadily as absence and defect rates fell. The new general manager proved that empowering frontline employees begins with empathy and connection as a leader.
The transformation at this manufacturing plant is not an isolated case. Across industries, we're seeing a shift towards more empathetic leadership styles, even in traditionally hierarchical sectors. For instance, in the military, which has long been associated with strict command structures, there's growing recognition of the importance of emotional intelligence and empathy in leadership. The U.S. Army's Comprehensive Soldier and Family Fitness program, for example, now includes training in emotional awareness and relationship building. This shift acknowledges that even in high-stress, high-stakes environments, understanding and connecting with team members on a human level can significantly enhance performance and resilience.
Mastering the skills of connection and empathy.
So, if we agree that connection and empathy are essential for leaders to deliver results, the question becomes: how can a leader develop these critical skills? While intrinsic ability is obviously important, with practice and effort, anyone may dramatically improve their skills.
Here are some of the techniques that I've observed work best:
• Active Listening: At its most basic, fully hearing other people's viewpoints necessitates slowing down, maintaining eye contact, and focusing entirely on the speaker rather than thinking about one's own response. Leaders must resist the temptation to multitask and instead focus their complete concentration on actively listening with both ears and heart.
• Asking Questions: Rather than making assumptions, show empathy by asking questions that pull others out and demonstrate genuine interest in them as unique people. To acquire context and create rapport, ask for follow-ups as well as examples and tales.
• Sharing Oneself: Self-disclosure and transparency about the leader's personal experiences, values, failures, and lessons learned foster trust and humanization. It exemplifies vulnerability, inspiring others to do the same.
• Promoting Inclusion: Leaders must foster an inclusive culture in which people of all backgrounds feel comfortable presenting their real selves and various viewpoints to work. This encourages deeper connections across divides.
• Regular one-on-one check-ins (both formal and informal) allow leaders to focus on each direct report over time to understand their goals and difficulties, what motivates versus demotivates them, family, hobbies outside of work, and so on.
Each of these methods necessitates continual practice, but they may be both enjoyable and useful in developing high-functioning, high-trust teams.
It's worth noting that the journey to becoming a more empathetic and connected leader is not always smooth. Many leaders, particularly those who have risen through the ranks in traditional, hierarchical structures, may initially feel uncomfortable with this more vulnerable approach. They may worry that showing empathy could be perceived as weakness or that spending time on building connections might detract from "real work." However, the most successful leaders recognize that this discomfort is often a sign of growth and push through it. They understand that the long-term benefits of a more connected and empathetic leadership style far outweigh any short-term awkwardness or perceived loss of authority.
Empathy and connection are far more than touchy-feely niceties; they are key leadership abilities required to drive performance and deliver long-term success in today's world. Developing these competencies should be a key priority for any leader. While establishing good relationships, encouraging inclusivity, and actively listening requires time and effort, research demonstrates that these efforts pay off in the form of engaged employees, innovative cultures, and concrete commercial outcomes.
In an era when individuals increasingly expect to be understood by those in positions of power, empathy is essential for empowering teams to succeed. Leaders who understand and commit to mastering this paradigm will be well-prepared to navigate our complicated times with care while attaining outcomes.
