Here's how you can deepen communication and connection with team members through empathy.

A practice I developed many years ago as a young patrol officer working in some of the city’s most challenged neighborhoods was simply “giving people voice.” It involves active listening but also includes reflective listening, where you mirror back what the speaker has said, showing that you truly understand their message. Reflective listening involves summarizing or paraphrasing the speaker’s words and emotions, which validates their feelings and ensures clarity. By combining the two, you can enhance your ability to empathize, which can significantly improve team dynamics and collaboration which leads to better outcomes and a more harmonious work environment.

"What can I do to help?" That’s an empathetic question to ask someone who shares a personal struggle. As leaders, we must be prepared to deliver on whatever response we receive. Demonstrating empathy is a critical leadership skill. It means being aware, sensitive, and understanding of the needs of every individual on the team. What a workforce really needs is compassion. Compassion is where empathy meets strategy. It means recognizing suffering and taking action to provide relief. This relief can only be realized when the organization itself is properly resourced in the form of robust wellness programs, flexible work schedule policies, and employee assistance resources.

Really- you can only deepen your communication and connection with team members if they WANT your empathy. I think that everyone needs an empathetic leader but it's not the first thing that some team members look for. Other qualities can also be equally important, depending on the context. Some team members may value clear, decisive leadership more highly.. someone who provides strong guidance and clear directions to navigate complexity In highly technical or specialized fields, team members might prioritize a leader’s expertise and competence in the subject matter over their emotional skills. So- the first step in deepening communication and connection with team members through empathy is to realize when it's wanted and needed.

L'empathie est un des outils dans la caisse du manager, nécessitant des "temps calmes" pour l'utiliser à bon escient. En d'autres termes, il convient de créer des parenthèses - même courtes - dans nos agendas surchargés, afin de favoriser les interactions de notre cohésion : le petit café du matin ou encore les moments de convivialité en fin de journée sont des instants où nous pouvons réellement nous connecter les uns aux autres. A ne pas/plus négliger...

Break the stigma of “no emotions in the workplace”! We cannot “leave our emotions” at the door and come to work just with our “head”. The notions that emotions are not welcome in the workplace is outdated and counterproductive. When leaders acknowledge their emotions and vulnerabilities - they are seen as more authentic and relatable. When leaders acknowledge the emotions of their team members - they build stronger relationships and create a safe environment for collaboration, innovation and creativity in the team. So we need to break free from the outdated mindset and create workplaces where emotions are valued, understood, and respected!

TIP: Differentiate between validating emotions and attempting to fix them. When you validate, you acknowledge and accept your team members' feelings without judgment, affirming their right to their emotions. This crucial step in empathetic communication is not about agreeing with them or solving their issues—it's about understanding and respect. Avoid the trap of jumping into a solution mode; not every emotion needs to be 'fixed.' Instead, focus on being present, listening deeply, and reflecting back what you hear. This approach empowers individuals to navigate their own emotions and fosters a supportive environment that values personal experiences and perspectives.

We can never UNDERSTAND another persons feelings as their emotions are evoked from their own life experiences, BUT we can appreciate what they are feeling and show we accept they are their feelings, even if we experience something difference.

Validating feelings is so underutilized in the workplace! When you show you understand where someone is coming from, they feel seen. We have this misconception that acknowledging a big emotion is somehow going to exacerbate it, when in fact, the opposite happens. The emotion begins to lessen, and this opens up new space to co-create a new way forward.

Sharing stories or "Story-Telling" leaves lasting impact on teams, we love listening to impact stories from our leaders. It is also sharing a small dose of nostalgia with your teams and in turn teams get to know you better as a person not just a professional. Most leaders have some interesting tell-tales and there is a message hidden in that, sometimes strategic, sometimes tactical, mostly not found in the books.

Sharing appropriate work-related stories or experiences helps build connection and rapport. Especially if your story provides an example of when you faced challenges, how you worked through them, or that you’ve made mistakes and don’t have all the answers. We have all had to learn along the way, and that’s okay. Leaders do not need to have all the answers or be perfect—no one is. But if you learn and grow along the way, that is what can make you successful. Sharing in this way makes you more relatable and sets the stage and example for others to admit challenges or mistakes, learn from them, support others, and work together to be successful.

Sharing stories is a powerful way to meaningfully connect. If you are able to share a personal story of when you had a similar experience, it allows the person to feel less alone. They may be more open to asking questions on how you approached the situation or navigated it. The mutual sense of connection, enables the person to find solace in being able to ask questions or seek support. You may not have the answer to their problem but certainly you can be a coach and sounding board to help them navigate. Perhaps even just asking the person questions and showing that you are available and willing to listen, enhances the relationship and shows that you care. In today’s workplace, being a leader who truly cares differentiates you.

Sharing a story that shows vulnerability and fallibility can be invaluable as a leader. However, we need to be mindful that sharing our story is not appearing as ‘one-upmanship’ or ‘I’ve had it worse’.

I've always been an open book. I truly believe that who you are at home is exactly who you should be at work. One of my team members once asked me if I was doing okay. She obviously sensed I was having an off day, and I openly shared something deeply personal that my wife and I were working through as a new family. I could have said nothing, but I decided to share it. I didn't think anything of it at the time, but being open about something so personal really allowed me to build a great connection with them. It created a culture where people could truly express themselves without judgement or fear. It's something I'm very proud of. They went on to be the highest-performing division in the company.

Offering support when not required lifts up an organization. It's an easy way to lead by example and inspire others to do the same. We all need a helping hand through life. It can be difficult to ask for help. Offering support to others inspires others to offer support to you. Say yes.

Offer Support: The Ultimate Empathy Move Offering support is a tangible way to show empathy. 🤝 When team members face challenges, whether personal or professional, showing that you’re there to help can significantly impact their well-being and sense of belonging. Support can come in many forms: from providing resources to simply being there to listen. It’s important that your support is genuine and consistent, as this reinforces trust and shows that the team can rely on each other in times of need. It’s like being the team’s superhero, but with a really big heart. ❤️

Ask what can I do today to help you achieve your goals? be specific and make sure to follow through. Don't forget to follow up after the task is complete, to see if you have met their expectations.

In my opinion, it is important to differentiate between offering and imposing. Once the offer has been made or there are rooms (1:1, weeklys), it is the task of every team member to accept this offer. Offering support over and over again could put team members under pressure; here too, sensitivity and recognising the other person are required. For me, the best solution so far is to create space and let people accept it themselves.

If psychological safety is genuinely high in an organisation - feedback will naturally occur as part of conversations and discussions. If psychological safety is low, despite encouragement, feedback is likely to be guarded or simply not offered.

FEEDBACK does play a vey pivotal role in the success of an organization, but the HR policies today primarily are restricted towards a top down approach; perhaps that too is existent as a part of policy or practice; if organization truly has to thrive for ages through stable growth, the need of the hour is a bottoms approach; am sure org. management discuss on the high/increasing attrition rates & all of us have seen people leaving their high paying jobs just because of toxicity & for the sake of health; Its highly required org. encourage people to come back with feedbacks which should be seriously looked in by a proper team. Indeed during tough times when org. struggle to hold on talent, this can be a panacea to Org. management.

Encourage Feedback: The Heart of Empathetic Leadership Encouraging feedback is crucial for empathetic leadership. 🗣️ It means not only giving feedback but also actively seeking it from your team. This two-way communication helps you understand each other’s perspectives and fosters a culture of continuous improvement. When asking for feedback, do so with openness and a willingness to act on it. This shows you value your team’s input and are committed to making positive changes. It’s like having a suggestion box, but way more interactive! 📬✨

Encouraging feedback assumes you will acknowledge it and act on it, even if you ultimately make a decision contrary to the expectations of the feedback provider. In either case, it is essential to explain the reasons behind your decision-making and to articulate how valuable the feedback was by providing clear pros and cons.

Encouraging feedback is essential for continuous improvement and open communication within a team. Key Steps: 1. Promote Openness: Create an environment where feedback is welcomed and valued. 2. Structured Mechanisms: Use regular surveys or feedback sessions to gather input systematically. 3. Act on Feedback: Implement changes based on feedback and communicate these actions. 4. Recognize Contributions: Acknowledge those who provide constructive feedback. 5. Regular Check-Ins: Continuously review feedback and progress. By fostering a culture of feedback, you enhance communication and drive team performance.

Empathy isn’t an endstate. Empathy is a practice, a skill. You don’t “build empathy,” as the prompt suggests. You practice empathy. It doesn’t take patience to practice empathy… it takes authentic concern for another person’s experience. Conversely, disingenuous empathy is toxic. Empathy with an agenda will rot your team and relationships from the inside.

Without patience, it is difficult to interact with others, even outside of a corporate setting. However, when you cultivate patience, people will recognize your composure and be less likely to try to deflect you or your decisions. Additionally, patience allows you to pause before making rash decisions or reacting negatively when things do not go your way.

One simple exercise that I found deepening the connection and communication between team members is a simple ice breaker with two questions working in pairs, what triggers you? What brings you joy? After the pair discuss together they introduce the joys and triggers of their partner to the rest of the group, this builds amazing connection and empathy. Try it out and let me know its impact on your team.

Foster an environment of open and honest communication where team members feel safe to express their thoughts and emotions. Cultivate emotional awareness to understand and manage your own emotions, which helps in connecting authentically with others. Provide empathetic feedback that is constructive and considerate, focusing on behavior rather than personal criticism. Show support and encouragement for team members' efforts and achievements, and be sensitive to their diverse backgrounds and experiences. Address conflicts with empathy by considering all perspectives and aiming for solutions that respect everyone's feelings and needs.

As the leader, remember that you need to lead by example. If you expect others to provide feedback, do it yourself. If you expect team members to show vulnerability and trust in you, display vulnerability yourself and trust in them. You don't need to have all the answers or be a superhero to gain your team's trust and respect. Finally, invest long-term in building goodwill with your team. The social capital you build over time will pay off during a crisis.

I've found it helpful to practice the three second rule before responding. This allows time and space for reflection and leaves the door open for the other person to process their thoughts. It is also sending a message that you are listening rather than just waiting your turn to speak.