Empathetic leadership

James Kelly at Corndel argues that empathetic leadership is a vital component of modern leadership

There is little doubt that employees having to transition from the uncertainty of lockdowns and furlough to a cost of living crisis have suffered some of the toughest times in recent memory. This has, in many cases, led to a workforce that feels under pressure, under-appreciated and underpaid.

It is no coincidence that the ‘great resignation’ came about during this time, leaving employers with staff shortages to fill in a competitive market for employees. 

This combination of factors means that the ability for leaders to develop and identify the importance of empathy is now a vital business skill. Empathetic leaders are now far more valuable to the workplace than ever before, assisting in both retention and productivity. Caring is no longer seen as a weakness in management, it is seen as vital, from the hiring process to evaluation, promotion and ongoing relationships. 

Empathetic leadership means developing and displaying an interest in why staff might feel or behave in certain ways, as well as the drivers for that behaviour. Leaders should be able to predict or pre-empt stresses and strains that staff may be experiencing, mitigating the impact of everything from economic conditions to workload, environment and colleagues’ behaviours.

In short, it is about being considerate and taking a holistic approach to staff, acknowledging that they cannot just leave the world outside the office at the door. 

In a fluid jobs market, staff will not stick around when they don’t see their managers and leaders giving them the respect, help and listening ear that they need. In short, empathetic leadership is now a core competency in the workplace. Leadership that embraces softer skills needs to replace the outdated, hard-nosed practices of yesteryear if companies are to retain, motivate and develop staff in order to survive and thrive. 

These skills also need to be honed with the challenge of hybrid, remote and flexible working environments in mind. Body language and any problems someone may be having are far more difficult to read on a Zoom call, so there is a need to be more proactive in creating a nurturing environment and creating a space where staff feel valued. 

Our recently-published Workplace Training report shows that 71% of HR leaders had seen evidence of the cost of living crisis increasing stress and anxiety for their teams. Of these, 93% said it was affecting employees’ productivity. 91% of HR leaders also said that they had seen the crisis impact on their workplace. 

Combine these numbers with the 15% of HR leaders reporting lower mental health amongst staff, 16% seeing more staff on the verge of burnout and a 27% increase in those asking for a salary increase, and you have all the elements that can quickly see a company in trouble in terms of both turnover and productivity.

When speaking to employees themselves, our research showed that 46% of employees do not feel their organisation has been offering appropriate support during the cost-of-living crisis. This does not sit well when employees are told there is no more money for pay rises that match the rate of inflation. 

With this in mind, leaders need to find new ways to make employees feel appreciated, valued and cared for. More traditional leaders may see this as unnecessary, or even an undesirable step. But showing empathy means fewer days lost to poor mental health and less worrying about work- or finance-related issues.

Cared-for employees will always pay back that emotional investment in terms of loyalty and productivity. 

Feeling supported at work during difficult times is key for engagement and motivation. Small changes could reverse prevailing attitudes that supporting colleagues through periods of uncertainty is not part of their remit, starting with training and development. 

Despite evidence to back up the need for empathetic leadership, we found that 14% of HR leaders do not believe that making these changes is something that begins with Learning and Development. This is a mistake for those in HR, management or the business of employing people. Training and development not only show empathetic leadership, but they can also help to teach and embed it in your organisation.

At Corndel, we offer diplomas in leadership and management, which focuses on mental health and employee wellbeing within the course programme. This training provides the resources and knowledge to help managers and leaders understand and support their employees during the cost-of-living crisis.

Organisations that do not invest in their people will not hold onto their best talent.  In the current climate, it is more important than ever that businesses develop empathetic management skills to ensure their employees stay committed to their company and do not look elsewhere.

As we can see from our Workplace Training report, empathetic leadership is not only beneficial for employees but also for the overall success of the business. Unhappy staff are undoubtedly less productive and more likely to leave. For me, this is concerning and highlights the need for companies to embrace empathetic leadership practices to support their staff during these challenging times.

Empathetic leadership is not an option, but a vital component of modern workplaces. To retain, motivate, and develop staff in the current climate, companies must embrace empathetic leadership practices, offer appropriate support, and invest in their people.

James Kelly is CEO and co-founder of Corndel

Main image courtesy of iStockPhoto.com