Fellow AACRAOans, we are all cautiously pushing the door to 2022 open with a long stick, anxious about what may lay in wait on the other side. 2020 and 2021 were some of the most confusing, unpredictable, and stressful years that higher education has experienced. Whether we like it or not, the term new normal is a frequent visitor to our conversations. We often boast (or lament) about how we have adapted and changed to function in our unpredictable academic universe. Yet, as we all tread water trying to keep business going, we may not have realized that another adaptation is critically needed—a change in how we lead.
There is an increased need now more than ever for humane skills in leadership. Skills such as empathy, openness, the ability to interpersonally communicate, and the capacity to build a sense of psychological safety are now of greater importance. Unfortunately, these leadership skills do not always come naturally. I am not calling anyone reading this uncaring ogre, but even I, who always assumed I lead with a shiny spear of empathy, have realized over these last two years how critically important it is and how much time leading with empathy can take. Sometimes empathy takes a back seat to the tasks and stressors of daily operations, but the benefits are well worth it. Hopefully, this article will give proof that more empathy is needed and provide a few practical ways to begin practicing it.
Before we proceed, this article is not about being too nice. I’m not advocating for wrapping your team in bubble wrap and protecting them from all external harm. Empathy simply means the ability to understand and share the feeling of others. That skill can go further than you think. Research shows that empathetic leadership can help retention. Empathy is also essential for innovation. For example, 76% of people who reported empathy from their leadership noted being more engaged compared with 32% who experienced less empathy. Also, in this age of a blurred work-life balance, 86% reported they could manage their demands of life and work better if they felt their leader was more empathetic.
Communicate meaningfully. Remember, in the absence of effective communication; people will fill in their own information.
Be concrete on deadlines and expectations and check for understanding. We already deal with ambiguous lives right now, we don’t need fuzzy expectations or arbitrary deadlines.
Keep your one-on-ones on the schedule. I’ve seen morale and motivation decline because a supervisor kept canceling scheduled meetings with staff. Remember, silence is a powerful form of communication, and as a leader, you will not like the message it is unintentionally sending.
Say thank you, good job, I appreciate you, how was your weekend, how is your cat and give credit where it is due.
Specifically praise more. Adding examples to praise builds morale. “John, great job on the project, I know it was a tight turnaround of only a week, but you made some great decisions about XYZ. Thank you for your hard work.”
Smile. Even under your mask.
Ask, “How is it going?” Then, when they give the stock answer of “Fine,” ask how it’s REALLY going. Be prepared for honest feedback and listen.
Create a team, don’t build one. Create means to bring something into existence. Build means to put parts or material together. Which one of those has more human relevance? Rethink teambuilding. It isn’t just a day retreat once a semester, it needs to happen often and in different ways.
Ask questions and pause for 7 seconds. Ask the quiet people their opinion. Ask for answers in the chat, email, and via carrier pigeon, so everyone’s voice has a chance to be heard.
Own up to your mistakes. Then, create an environment where others feel safe to do the same.
Say, “I don’t know.” And say it with confidence.
Ask your staff if they have colleagues to speak to or bounce around ideas. Again, establish avenues where this can happen in a nonjudgmental environment.
Be authentic. I used to think as the leader; I had to be a superhero. Being real gets a team much further than an imaginary cape.
Be transparent.
Display trust in others. Instead of canceling a meeting because you have a conflict, try saying to your talented employee, “Jane, I cannot make the meeting, but I have full confidence in your ability to lead it and make all the right decisions. Let me know if you have any questions before the meeting. Thank you so much.”
Connect. Make time for connections that are not work-related discussions.
Respect the workday and the weekend. I would sometimes send emails after hours, so I would not forget my thought. I noticed my staff would reply and try to solve the request immediately, even late at night. I stopped. Be a healthy example of a balanced work/home life.
Make sure basic needs are met. Certainty about their position, confirmation their contributions are meaningful, and discussions about their growth desires and potential can create a sense of security and value.
Laugh.
Assume positive intent. You never know where someone is coming from or how they cope with events/life. Remember, empathy is understanding the feeling of others, stopping, and thinking about their reasoning. Assuming positive intent allows for a more empathetic approach.