There’s no doubt that things in the business world are changing. Relative to leadership, the age of command and control is waning, and a new age of authentic leadership is rising. The skillset for this new age is different from the old one. Many leaders are sensing it and making adjustments to their leadership style.
Why is this happening? The age of command and control was born out of the industrial and information ages. People (read: workers) were largely seen as machines (human capital) to be moved around and manipulated. But people aren’t cattle and we’re learning that if we want to increase productivity with our teams, we are going to need to lead the whole worker (#wholeworker), taking into consideration their thoughts, feelings, and contributions.
This transition has caught many leaders off guard. Many are learning the hard way that the old leadership skillset is not as effective on the new 21st century worker.
Chief among the resources needed in this new skillset is the practice of empathy. Empathic leadership is required if we are going to engage workers and increase productivity. But many leaders, especially those entrenched in command and control, are in need of some training in order to inculcate and employ this skill.
There are actually three types of empathy that a leader needs to employ in the guidance of their team’s activities: cognitive, emotional, and empathic concern.
Cognitive empathy is the skill of understanding how another thinks. It’s the understanding of their mental model. Awareness of their personality type is one way we train for cognitive empathy. Cognitive empathy helps us relate to teammates in ways they understand, typically using their vocabulary.
Emotional empathy is the immediate felt sense of what’s going on in the teammate. It’s the human connection. It’s feeling what they feel. It’s relating to our teammate on an emotional level. This is a severe departure from command and control, which was not concerned with the concept of the whole worker. The hitch is that we’re people, not machines, and we need to lead the whole worker if we’re looking for better outcomes.
Empathic concern is the result of the leader taking into consideration the data gathered from the first two forms of empathy, and then taking action. It’s making the leadership move. It’s saying to yourself and your teammate, what can I do to help? What resources can I make available to you to release the stress, relieve the bottleneck, and remove the chokepoint?
If we’re going to make advances in team productivity through 2018 it’s going to be by moving toward a more authentic and empathic model of leadership. Employing these three forms of empathy is one of the ways to get there. Bringing our teams into greater engagement, professional satisfaction, and productivity is the goal of authentic leadership and the outcome of better leadership practices.
*I’m indebted to Daniel Goleman (Emotional Intelligence) for the delineation of the three forms of empathy.