Two critical traits often overlooked by leaders are empathy and perspective. Leaders frequently get caught up in their status and position within an organization, forgetting their real job: taking care of those in their charge.
When we’re junior employees, our primary responsibility is to excel at our tasks. Companies provide extensive training on job-specific skills, ensuring we can perform well. Those who excel typically get promoted, but this promotion leads to a new challenge: managing people.
Unfortunately, many organizations don’t train managers to become leaders. Managers end up micromanaging because they know how to do the job well, not necessarily how to lead people. The transition from task-oriented roles to people-oriented leadership is crucial yet often neglected.
Leadership: A Practicable Skill
Leadership, like any other skill, is learnable and requires practice. It’s akin to a muscle that needs regular exercise. With consistent practice, one can become a strong leader. However, not everyone aspires to be a leader, just as not everyone wants to be a parent. Leadership demands great personal sacrifice and responsibility.
Great leaders aren’t just in charge; they are responsible for those in their charge. This means giving credit when things go right and taking responsibility when things go wrong. It involves guiding and supporting employees, even when it requires extra time and effort.
Empathy in Leadership
Empathy in leadership means caring about the individual, not just their output. For example, instead of reprimanding an employee for poor performance, a leader should inquire about their well-being. Personal issues often impact work performance, and understanding these can foster a supportive environment.
The environment leaders create significantly impacts team behaviour. At the Four Seasons, employees genuinely care about their work due to supportive management. In contrast, at Caesar’s Palace, employees feel the need to stay under the radar due to a lack of supportive leadership.
Empathy vs. Traditional Business Practices
Traditional business practices, like prioritizing shareholder value or conducting mass lay-offs, are detrimental to both people and business. These practices destroy trust and cooperation, creating an environment of fear and insecurity.
We need to create environments where employees feel safe to admit mistakes, ask for help, and express concerns without fear of retribution. Vulnerability in leadership fosters a culture of honesty and growth.
Many organizations don’t train managers to become leaders. Managers end up micromanaging because they know how to do the job well, not necessarily how to lead people.
