Empathy is not a leadership skill. It’s not a brand attribute. It’s not a software design principle.
It’s a natural human quality that enables us to imagine walking in another person’s shoes.
It comes up at work powerfully when we need to have a tough conversation. When someone is failing, disrupting relationships, or in the wrong role.
Everyone wants to perform well, and to be part of the team. (If you think otherwise, leading people might not be your strong suit.)
When someone is not doing well at work, they’re not burnishing their resume — they’re burning career time. Time that they’ll never get back.
The person who’s underperforming usually knows that something’s not right. Even if he don’t know what it is, or what to do about it.
When this goes on for long enough, other people pick up on it, too. Sometimes they tiptoe around it. Or they snipe, gossip and and grumble. It becomes the elephant in the room.
This is both inefficient and ineffective.
If one of your team members is underperforming, don’t let him flounder because you don’t want him to feel upset when you talk about it.
That’s so much smaller than empathy.
Clear, direct feedback that will help him to improve is the best demonstration of your empathy.
If you don’t know how to deliver the feedback, script it out. Practice it with your manager, a trusted peer, or your HR lead.
When it comes to managing people, and being a leader at work, you need to enact the largest empathy you can see.
Either help your team member to do a better job, or help him to to move along. That shows empathy for your team member, their teammates, and the organization’s stakeholders.
And if your future plans involve continuing to lead people, “having a difficult conversation” will come up again and again.
There’s no time like now to build this critical muscle.
Managers, want some basic best practices on performance management and feedback? I’ve got resources: painlessreviews.com
Photo: Elephant Close-up by the Wildlife Alliance, via Flickr, under Creative Commons license 2.0.