Does Empathy Belong in the Workplace?

You better believed it.

Empathy is defined as the ability to understand and share the feelings of another. Research has found that empathy can help increase trust and, in my opinion, trust is the lifeline for teams. What’s more, according to empathy experts, we can harness empathy to increase productivity.

We have all experienced the frustration of a team member not completing his or her assigned duties. In these cases, it is typical to assume a team member does not care about the work or is disengaged. However, what if that is not the reason? What if there is a family or life scenario that is causing deadlines to be missed?

The natural outcome of a missed deadline is harsher scrutiny on the employee. A varied approach suggests that there is value in seeking to understand what is occurring in a person’s personal life. It is possible a less favorable situation is being faced, and that provides an opportunity for other team members to assume additional responsibility (within reason and for an agreed upon time). The goal here is not to make excuses for anyone; it is to encourage the team to function as a team – allowing the team member who is undergoing difficulty an opportunity to be transparent. [Have you ever noticed how quick we are to point fingers? Rewriting this narrative may be challenging, but it yields powerful outcomes.]

To this point, a manager has the opportunity to commence an empathetic cycle by putting the feedback loop in motion. The first step is to inquire. It is common employees who are underperforming know that they are and are fearful of discussing the topic. Posing the question, “How are things going for you?” may present a moment of candor – opening the lines of communication, rather than assuming a person is actively trying to underperform.

Human behavior can be very predictable; when someone pushes, the natural response is to push back. But, when a manager demonstrates care for employees – dedicating time and energy to understand perspectives or challenging scenarios – it deescalates situations that could otherwise have been time exhaustive. Employees pick up on the ability for a manager to extend care and empathy, which, in return, generates higher functioning teams, saves on lost productivity, and enables incomparable trust.

Is there a need for increased empathy in your place of work? Contact me.

First published on LinkedIn.

Today is the Day (to be an awesome boss)

If you have a team, and you are earnest in your desire to be an effective leader, keep fighting the good fight. It is proven that engaged employees (those that have a sense of meaningfulness, feel safe in their place of work, and know their superior is available) put forth discretionary effort which reflects well on you and the team as a whole.

Perhaps you do not have time to read the latest empirically backed study about just what makes a manager successful. But what you do have is a couple minutes to chow down on simple – undoubtedly sound – reminders.

Trust.
Does your behavior increase and support trust? This is a non-negotiable. If you want a transparent team dynamic, where members feel psychologically safe, trust is paramount. Be your word.

Belief.
Do you believe that your people are capable? Make one adjustment to your day that encourages a person (or multiple people) on your team to take ownership of a process or task. Empowering your team is not about micromanaging the process along the way. It’s quite the opposite. It is about watching them thrive on their own and being nearby for assistance when you are needed.

Integrity.
I recently read an article about Warren Buffett’s philosophy on integrity. In brief, if your behavior was published in a newspaper every day, would you be pleased with what you read? Would you be proud that your family and friends receive the same paper? To me, this take-away is powerful. Strive to be the best version of yourself, with integrity as a guiding principle.

Humility.
When you trip over your ego you are on a path to alienate your team and set a reputation that is hard to correct. Knowing that you do not always have the answer - and giving credit to its rightful owner - is a strength, not a weakness. I liken the ability to be humble as the ability to truly listen to what a person is suggesting; are you gathering information effectively? Are you assessing the facts accurately? Humility is the antidote to delusion!

First published on LinkedIn

You Are Not As Lonely As You Think

Recent discourse with industry experts allowed me to reach the following conclusion: we are all a little more alike than we may know (or admit). For those who follow my blog and publications, you know I support middle managers across the spectrum— both frontline and mid-career. A trend I regularly hear from my coachees is that of a self-admitted lacking knowledge. This knowledge – knowledge to manage effectively, knowledge to spark cohesion, to craft a vision, to draw upon individuals’ strengths, is invaluable. The brilliant thing about education is that it cures these (management) ailments which cause disengagement and turnover. But at the root of this lacking knowledge is a feeling of loneliness.  

Loneliness is sparked by pressure: (1) pressure from the top to perform, to increase profit, to engage the workforce, and (2) pressure from the team to resolve concerns, increase resources, address benefits, resolve interpersonal conflict… the list goes on.

Although loneliness is a common theme – what I do not often see is a coalition for managers to learn from one another or to support each other (who has the time!?). I also observe hesitancy to allocate funding to the coaching and training of managers, even though disengagement costs businesses in the U.S. over $350 billion/year. While a different topic, managerial training is proven – yes proven – to retain talent.

Back to loneliness. What loneliness drives is isolation, and not much good comes from isolation. Creative solutions dissipate, cohesion of managers cease to exist, and the pressure managers feel to “do it all,” increases. 

In this same breath, loneliness is not an issue unique to middle management. In fact, I am told it is quite the opposite.

Wendy Luttrell, Owner of C Suite Goals, a west coast-based consulting firm, realized a need to support CEOs after her lived experience. Wendy is a seasoned CEO with experience in the Fashion sector (most notably taking BedHead Pajamas from 4M – 12M and exiting the owner profitably).  She is not unknown in fashion – having worked with Eileen Fisher, Sketchers, Linea Pelle, and Hello Kitty.  

From Wendy’s point of view:

 “When I was running BedHead it was a daily struggle to keep a positive attitude and motivate the team to grow.  Working alone in a vacuum can be paralyzing, I kept pushing forward by calling on my network to bounce ideas and get encouragement.  As CEO’s and business owners we are called upon to consistently be a support system for our teams and for the owners of our companies.  Who takes care of CEO’s?  This is why I feel I have a calling to provide a support system for CEO’s and business owners.  I work with CEO’s to help them through each day, when they feel like impostors, and when they feel the weight of the responsibility of leading the team with no support.  I consistently hear that CEO’s have no one to talk to.  Providing an ear through my Vistage Peer support group and through my private practice gives leaders a break – providing a safe space to talk about challenges they face and celebrate their victories and grow as people and leaders.” 

The challenges middle management or executive leaders face may be different, but a basic human need remains the same – the need to confide and the desire to collaborate with peers. The support that one gleans from shared experiences can yield creative solutions and offer emotional support. But, moreover, the discussion of our perceived isolation is useful to demonstrate how we are not all that different - an interesting takeaway.

Culture Styles in the Workplace

This week we address cultural styles as well as the advantages and disadvantages of each. In previous weeks we discussed (1) how leadership influences culture and the foundational elements or assumptions about culture and (2) the dimensions of culture – including people interactions and response to change.

Under this framework, it is clear culture is multifaceted. Often leaders understand that culture is comprised of behaviors, environment, ethical constructs, cliques, mores, and the like. And, when a leader is tuned into the culture, it is not atypical to identify areas that need to be changed or adjusted. Below are eight cultural styles identified by Harvard Business Review (HBR). Each includes a brief description as well as correlating advantages or disadvantages.

To consider: With what style does your organization align? What areas could your organization benefit from adopting?

*A = Advantages
*D = Disadvantages

A Culture of Caring:

Unsurprisingly, Caring cultures are defined by being relationally focused. Behaviors of this culture are rooted in sincere connection and are associated with warmth and support.

A: Engagement is high, as is trust
D: Slowed decision making

A Culture of Purpose:

Does your organization offer, and abide by, explicitly clear direction? Then it likely functions under a Purpose culture construct. The aim is to achieve ideal outcomes.

A: Social importance increases, e.g., diversity or corporate social responsibility
D: Idealism may hinder addressing immediate concerns

A Culture of Learning:

This cultural undertone would easily fall under the interdependent dimension of culture that is tolerant to change. Learning cultures encourage innovation and exploration.

A: Organizational learning yields invention
D: May not capitalize on current competitive advantages (always looking for the next opportunity)

A Culture of Enjoyment:

The foundational elements of Enjoyment revolve around joy and play. HBR recognizes this construct as fun-loving. Although I do not see this culture often, we would be wise to adopt some of its attributes (due to the observed advantages).

A: Engagement is high, as is creativity
D: Playfulness may yield minimal discipline

A Culture of Results:

Unlike its Learning cultural brother, a Results culture is goal focused and achievement oriented. Under the cultural dimensions, you will see Results align with independent frameworks where competition and autonomy are valued.

A: Goal achievement and execution increases
D: Collaboration suffers and work/life stress increases

A Culture of Authority:

As the Authority term is defined – it is bold and dominant. There is little room for indecisiveness and sensitivity is not valued.

A: Speed to decision-making
D: Toxicity is common, e.g., feeling of unsafety/unease

 A Culture of Safety:

Just as children thrive with schedules and structure, stability can bring people comfort. A Safety culture is always prepared and looks to be rational and realistic.

A: Adequate risk management and stable environment
D: Formal approach may fuel bureaucratic processes, leading to inefficiency

A Culture of Order:

Similar to the philosophical notion of deontological ethics, rules are the guide under a culture of Order. Rules are referenced above all else, but value is also placed on respect and cooperation.

A: Reduced conflict with an improvement in operational effectiveness
D: Rules or constructs may lead to group-think and reduce individualization, affecting (decreased) creativity.

Like most conceptual frameworks, the benefit in understanding nuances is to discover reality, recognize opportunity, and take steps to adopt necessary change. When you reach this point, and need tactical steps to achieve a shift in cultural outcome, contact me.

HBR analyzed organizations, executives, and employees alike to develop a model to identify cultural and individual leadership styles. The eight characteristics above are pulled from HBR’s research; these characteristics are mapped along a grid, aligning with two dimensions as discussed last week: people interaction and response to change. For the full report and further detail, should you find this data collection useful, feel free to reach out and I will gladly send it along.