How to become a more empathetic leader

Today, it is cool to be kind in the corporate world. CEOs are expected to promote work life balance. CHROs now organize reset activities like team meditation sessions and walking meetings. And CFOs today realize that happy employees lead to a better bottom line.

All these initiatives have one thing in common: simple, human kindness. Today, the best have an innate and natural ability to be kind to others.

We can all visualize that kind leader who had a direct impact on the way we choose to show up to work every day—those that embraced kindness as a superpower to show a deeper level of humanity, to build trust within and across teams, and to establish hard-wired, lifelong connections.

For me, the biggest impact came from John Sheehy, my mentor while working at the Chicago-based advertising agency Leo Burnett. John was famous for giving people handwritten notes for everything from big tentpole accomplishments, like a promotion, to everyday achievements, like a great presentation to a client. He exemplified the idea of kind leadership. When he retired, many people from the industry attended his going-away party. And on the way out, every guest received their own handwritten note from John. Talk about leaving a legacy.

John inspired me to keep authenticity and humanity at the center of everything I do as a leader. As you practice your own brand of kind leadership here are some pillars that will help strengthen your empathy for others.

Do not seek personal gain from kindness

When we give freely, without ulterior motives, we are living in compassion and empathy for others. When we give with an expectation of return, the act of generosity is dramatically diluted if not entirely corrupted.

The organizational psychologist Adam Grant is known for his research on workplace dynamics and organizational behavior. In his book Give and Take: A Revolutionary Approach to Success Grant explores reciprocity in professional life, taking a deep dive into the benefits of giving and helping others in achieving professional success and career fulfillment.

Grant introduces three styles of interaction: givers, takers, and matchers. Givers are individuals who seek to help others without expecting anything in return; takers prioritize their own interests over others; and matchers strive to maintain an even balance between giving and receiving.

In the book, Grant suggests that givers often achieve success and fulfillment in their careers by building strong networks, fostering trust and creating opportunities for collaboration. Connection and collaboration coupled with a style of giving that carries no expectations of return is a recipe for success.

Always prioritize transparency and direct feedback

When employees feel out of the loop, on a personal, team, or organizational level, they’ll fill in the blanks any way they choose. A lack of transparency can leave a yawning gap in an organization and room for a lot of assumptions.

Speculation often becomes rife with negativity that can diminish productivity and efficiency—not to mention the strength of a team. As a leader, I aim to share updates as early and often as possible, and I include the “why” behind business decisions that directly impact my team. If you can’t explain why you are making a decision, you may need to reevaluate the validity of the decision.

When I was president of Edelman’s Chicago office, I frequently held Q&A-style town hall sessions with the expectation that I would answer any question unless I was legally prohibited from doing so. It wasn’t always easy, and I was thrown some curveballs. I answered employee questions about everything from finance and client prospects to a major office move. But being direct in those moments cut through the chatter and built genuine trust with our team, empowering them and ensuring they felt a real stake in the company.

Don’t let over-analysis stall action

I’ve heard leaders share that leaning into authentic kindness can be somewhat paralyzing. When you bring a personal touch to a professional environment, you may encounter a heightened sensitivity among some team members and over-analysis of your actions. Despite the occasional ripple of discomfort among your colleagues, remember that this is most likely to be temporary. There is no need to wait to be kind. We need kind leaders at all levels—from entry-level contributors to CEOs.

Leaning into authenticity can feel more seamless when you are well-matched with an organization that shares your same vision and values. Finding a like-minded organization has had a tremendous impact on the way I lead, and the types of organizations I want to lead for. When you can bring your most authentic self to work and know you will be appreciated and treated with kindness, you are able to unlock your full professional potential.

Practicing empathetic leadership has numerous positive side effects. For instance, practicing gratitude has been scientifically proven to lift your spirits. Plus, acts of kindness boost morale across teams. And ultimately, I have found that the good that you put into the universe comes back to you in the form of kindness

Kindness in leadership is an active force for good that drives a more compassionate business culture and leads to stronger results. Whether you start your own legacy in humanity like John Sheehy or simply think more intentionally about the type of organization you want to lead for, I challenge you to start today.