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Sharon found me at the drinks event after my keynote, wine in hand with a hesitant smile. As a keynote speaker focused on empathy and leadership, I am often approached at the bar for tough conversations. I was told by my boss to come to your talk, she began, because apparently I dont have any empathy. She said it half as a joke, half as a confession. We both laughed, but I could tell there was something deeper to what she was saying. A mix of defensiveness, concern, and curiosity. By her own description, Sharon was a passionate and experienced but hardened leader. As she described her perception in the workplace, I detected resignation in her voicelike she was missing this capacity called empathy, as if it were an innate quality you either possess or not. But empathy isnt an innate quality. Its a skill that can be honed. And its not about being niceits about being effective. Empathy is the ability to understand othersrecognizing what drives people and how theyre affected by our decisions. Its not soft; its strategic. Because when we understand the impact we have on others, we can build trust, create commitment, and lead people. Empathetic leadership: Avoiding assumptions and reactions Empathy doesnt always come naturally. Human brains are incredibly complex and use shortcuts (mental models built from our experiences) to navigate the world efficiently. These models are learned and embedded; they become our traits. We use these to judge quickly, often habitually reacting without seeking to understand. Leading with empathy requires us to have humility in complex situationsseeking to understand and be strategic instead of using assumptions and quick reactions. Thats why I teach people to be consciously curious. Its the practice of slowing down our judgments, letting go of the need for instant certainty, and asking better questions to explore. Assumptions might work fast, but we need more than speed. Heres how to do it. 3 simple tips to lead with empathy Ask What else? The first thing any leader can do is to ask themselves What else could be going on here? Our impulsive brains like to look for a pattern, make a connection, and react quickly. But genuinely asking yourself this question can force you into more exploration, and thats crucial in the often new and highly complex situations leaders face. When someone makes a snide remark, you might assume theyre being unkind. But perhaps something else is going on. Maybe they are frustrated by a process, angry with a peer, fearful of being dismissed, or lack the communication skills to express themselves in a more effective way. If you arent sure what the driver is, it can be challenging to respond empathetically. Asking yourself the question can help you slow down and find out whats really at play first. Disagree without being disagreeable. In todays combative world, we often react to opposing views with defensiveness or hostility. Many people avoid and discourage disagreement because to them conflict violates hierarchical structures. But differing opinions are not an annoyancetheyre essential for diverse teams to face unprecedented challenges. We need to disagree. Empathy helps us stay curious, even amid the complexity and uncertainty of arguments. Instead of proving others wrong, empathic leaders lean in to explore alternative perspectives. Mastering the art of respectful disagreement means managing ourselves first, creating space for conversation, exploration, and understanding. This leads to better decisions. Practice the art of shutting up. While there are many techniques available to build empathy into your leadership, one of the simplest to accept and hardest to master is being quiet. Silence can be a powerful tool in deepening understanding. The most skilled interviewers and negotiators know that a tough question isnt always the key to communication; often, it is the willingness to wait in the uncertainty and allow others to reveal themselves. Weve all been in meetings where things were left unsaid because we were too busy or too noisy, and everyone was left worse off because of it. In leadership and life, silence is an invitation to go deeper. When we resist the urge to fill the gaps, we create space for others to expand. Mastering the art of listening not to respond but to truly discover unlocks trust, insight, and connection. It helps people share more and be more engaged. Empathy leads with curiosity, not answers. It values understanding over speed and commitment over compliance. And anyone can learn these skills to lead with empathy.
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E-Commerce
Fast Company recently interviewed Dr. Zorana Ivcevic Pringle, a senior researcher at the Yale Center for Emotional Intelligence, on what it means to lead a creative life. In this essay, she shares one of her top tips for fueling creativity. Creativity is the powerhouse that differentiates good organizations from great ones. It goes beyond generating ideas. It is about the long process of developing ideas for more effective performance and the process of building abstract notions into concrete products. Creativity is full of emotionsthe reputational risk of not knowing how an idea will be received by stakeholders, the frustration of dealing with constraints and obstacles, conflict about directions to take, and elation when you finally develop a product. Successful creativity does not depend on the kinds of emotions experienced. Rather, it depends on your ability to harness the power of emotions and manage them when they get in the way of progress. In my book, The Creativity Choice: The Science of Making Decisions To Turn Ideas Into Action, I write about how to use emotional intelligence to manage the creative process, regardless of industry or job role. Notice emotions to identify opportunities A traditional (and outdated) idea of professionalism demands that emotions be left at the doorstep. But that is neither possible, nor desirable. Emotions contain messages about the state of our minds and the situations around us. This is valuable information that can spark inspiration and help us identify opportunities ripe for innovation. Is something frustrating you? This might point to a problem that can be solved. Entrepreneurs are skilled at identifying opportunities by reading their own and others feelings. Hate everything about the grocery shopping experience? Apoorva Mehta did not ignore this feeling, he used it to found Instacart. He created a way to shop for groceries from ones phone, which completely bypassed all the frustrations of going to the store, searching for items, and waiting in lines. Frustrated about the state of the beauty industry? Melissa Butler founded Lip Bar. Its products are vegan and cruelty-free and offer a wide variety of vibrant lipstick colors and complexion products. Innovators inside organizations do the same. For example, when a supervisor in a food services unit of a major hospital realizes his workers are exhausted, hes identifying a problem in need of a creative solution. As a result, the hospital redesigned the workflow, removing the need to bend or stretch to reach far away items. This reduced worker burnout and improved their accuracy on the job. Take advantage of thinking/feeling connections Emotion scientists have discovered moods boost different kinds of thinking. There are times when we feel positive, energized, and enthusiastic. These times are best for brainstorming and charting new ideas. At other times we are subdued or even sullen. At these times we are best at critical thinking. These moods make us see all that is wrong or not quite right. Creativity is not just a spark of inspiration or what we call “feeling creative.” Inspired ideas have to be developed and improved upon. To optimize creative work, it takes skill to match different moods to tasks which benefit from them. Feeling playful? Come up with new ideas for a project. Feeling down? Review and revise. Generate emotions What if you have to attend an ideation meeting, but are feeling down? Remember that we have more power over emotions than we might realize. You can create the mood that is most helpful in the moment. Recall a past win. Put on a song that gets you going. Reach out to a colleague whose enthusiasm is infectious. Just as athletes pump themselves up or find calm focus when needed, you can find a workplace equivalent of getting pumped up. Another skill is generating emotions to communicate and inspire. Leaders skilled at communicating their passion inspire others and end up having workers who are clear about their responsibilities and goals. Similarly, when pitching creative ideas, those who project fiery determination are perceived as both passionate and well prepared. And communicating these feelings is related to higher funding pledges. Use emotional intelligence to build a climate for creativity and innovation Leaders set the emotional tone in their teams and serve as models for what is expected and accepted. A Yale study including more than 14,000 people across industries in the U.S. asked workers to describe how their supervisors act in emotionally fraught situations. Emotionally intelligent supervisors do four specific things: They are skilled at reading emotions and acknowledge them. They realize when people are upset or worried about organizational or industry changes. They inspire enthusiasm and model decision-making that takes into account both optimistic and cautious voices. Emotionally intelligent supervisors understand how their decisions or other events affect people. They are able to successfully manage their own emotions, and also help their team members when they are upset or frustrated. Employees whose supervisors acted in emotionally intelligent ways were motivated, challenged, and fulfilled at work. However, employees whose supervisors did not act in emotionally intelligent ways felt unappreciated and angry. And this emotional climate had consequences. Having an emotionally intelligent supervisor makes workers see opportunities for growth and act in more creative and innovative ways. If the goal is creativity and innovation, leaders should develop emotional intelligence skills. A review of dozens of studies shows that training programseither in higher education or through workplace professional developmentmake people better at accurately perceiving, using, understanding, and managing emotions, regardless of their industry. When leaders develop these skills, they notice how their team members feel, demonstrate understanding of how their decisions impact others, and help people deal with challenges of work. Investment in leadership development will pay off in capacity for innovation.
Category:
E-Commerce
Here’s a truth that will challenge everything you think you know about success: The most impactful leaders are also the most vigilant about protecting their time. While everyone else is drowning in back-to-back meetings and late-night email marathons, these executives have mastered the art of harmonious integration, strategically aligning their energy with what truly matters while gracefully declining what doesn’t serve their highest contribution. In my coaching practice, I’ve been tracking this phenomenon with 47 C-suite executives over the past two years. Those who consistently hold firm boundaries around their availability aren’t just happier, they’re advancing faster. This isn’t about achieving perfect work-life balance, becauselet’s be honestthat mythical equilibrium rarely exists. Instead, it’s about making conscious choices about where you invest your most precious resource: your attention. The data behind strategic boundaries The data backs this up in ways that should make every ambitious professional pay attention. Gallups State of the Global Workplace report revealed that global employee engagement declined to just 21% in 2024, with managers experiencing the largest drop. Additionally, the report found, disengagement cost the global economy $438 billion in 2024. But here’s where it gets interesting: According to a Slack State of Work report, 67% of workers believe that having predictable blocks of time when everyone is disconnected would improve their productivity. Take Sarah, a VP at a major tech company who stopped responding to emails after 7 p.m. and started declining meetings that didn’t align with her quarterly priorities. Her manager’s reaction wasn’t frustration, it was relief. “Finally,” he told her, “someone who knows what they’re worth.” She was promoted within six months. This isn’t an anomaly. It’s a pattern that reveals something profound about how value is perceived in the modern workplace. Strategic thinking over heroic effort Here’s what most professionals get wrong: They think being available equals being valuable. But in a world where 48% of employees report being productive less than 75% of the time, what’s scarceand therefore valuableis focused, strategic thinking. Four-day workweek trials have shown 20% productivity improvements, proving that working smarter consistently beats working longer. When you protect your energy for high-impact work, people notice. When you’re selective about your yes, your contributions carry exponentially more weight. Consider this: In Slacks State of Work report, 77% of those surveyed said that the ability to automate routine tasks would boost productivity. The same report found that workers who did use automation saved 3.6 hours weekly. The leaders who are thriving aren’t just automating tasks, they’re automating their decision-making about what deserves their attention. They’ve created systematic boundaries that filter out the noise so they can focus on what moves the needle. The strategic no framework Effective boundary setting isn’t about being difficult; it’s about being deliberate. The highest performers I work with use what I call the “Strategic ‘No’ Framework. Alignment Over Availability: Before saying yes to any request, they ask: Does this align with my top three priorities this quarter? If the answer is no, they offer alternatives or decline politely but firmly. Value-Based Scheduling: They block calendar time for deep work and treat it as sacred as any client meeting. This isn’t selfishnessit’s strategic resource management. Communication Clarity: They set explicit expectations about response times and availability. Instead of being reactive, they proactively communicate their boundaries, which actually increases trust and respect. When you evaluate opportunities through these lenses, saying no becomes easier, not because you’re being difficult, but because you’re being deliberate about creating harmony at work. The most successful executives have mastered the art of saying no without saying no. Instead of “I can’t take on that project,” they say, “To give this the attention it deserves, I’d need to shift priorities. Which of my current commitments should I deprioritize?” This language does something powerful: It positions them as strategic thinkers who understand resource allocation, not as people trying to avoid work. Why this matters now We’re at a pivotal moment in workplace culture: 82% of workers say feeling happy and engaged at work is key to their productivity. However, engagement continues to plummet. The old model of proving dedication through hours logged is not only outdated, it’s counterproductive. Smart organizations are recognizing that their most valuable employees aren’t the ones who say yes to everything, they’re the ones who say yes to the right things. They’re looking for people who can cut through the noise, focus on strategic priorities, and deliver exceptional results rather than just exceptional effort. The leaders who understand this are advancing in their careers and redefining what leadership looks like in the modern workplace. They’re proving that in a world obsessed with productivity, the most productive thing you can do is be intentional about where you direct your attention. The boundary advantage When you protect your time and energy for high-impact activities, you perform better and you become more valuable. You shift from being seen as a worker to being seen as a strategic asset who understands how to integrate all aspects of life into a coherent, powerful whole. The question isn’t whether you can afford to set boundaries. In today’s economy of attention, the question is whether you can afford not to make conscious choices about where you invest your energy.
Category:
E-Commerce
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