ATR International’s Post

Transcript

Now let's talk about you as a leader. You share that your approach, your style is radically transparent. Love that to explain the approach and why you believe trustworthiness is more important than empathy in leadership. Yeah, for sure. OK, so. So this is again maybe more controversial opinion, especially in today's business climate. Uh, one of the things that I, I really. Really believe in and you know, and to be honest, like sometimes it works out and sometimes it doesn't is I really do believe in saying what you mean and mean what you say. And in a professional environment, I think it's really important, especially for leaders who are entrusted with people like that is that is your first duty as a, as a leader, as a manager or an executive or whatever is that you? You know, you are entrusted with people's careers and with their lives and their success. And you have a lot of you have a lot of influence and the higher you go, you have outright control, right? Like you make decisions that affect people's livelihood. And so I think one of the things that is most important as a leader is to make sure that those entrusted to you never have to question where you stand causes a lot of anxiety causes. A lot of problems when you don't say what you mean and you don't mean what you. Yeah. And so why do I think that's more important than empathy? Well, I think I think empathy without trustworthiness is sociopathy at best. And. And more commonly, it's psychopathy. You are. You are able to understand how people feel because you have empathy, but you don't use that in good ways because you are not trustworthy. And so to me personally, I think being trustworthy, being reliable and mostly reliable is not reliable. If you need to be reliable. And what I mean by that is that you need to be reliable in that when you give feedback. A. The feedback is real. And be the feedback can be acted on and so that the folks entrusted to you understand that when you are saying something to them, they don't have to. They have to play games and interpreting it or sort of. Try to or or more importantly not have confidence that if they act on that feedback or they do the thing that you tell them to do, that it's going to go in a way that they expect.