Empathetic leadership is much more useful at the workplace than an International Women’s Day gift

Every year on March 8th we celebrate the International Women’s Day. But rather than a one-day act of celebration, it is much more important that women do feel comfortable and secure at work every day.

Google’s Project Aristotle a decade ago and Boston Consulting Group’s (BCG) recent survey of 28,000 employees across 16 countries also underscore the importance of psychological safety in the workplace. Women who feel secure in expressing themselves at the workplace – voicing their opinion without the fear of receiving blame or criticism in return, are nearly twice as (1.9 times) motivated as those who do not work in such an environment. Those who feel secure are of the opinion that they are 3.4 times more valued and respected, feel 3.2 times more empowered to reach their full potential at work, and are 2.7 times happier at work, the survey showed.

When leaders prioritize and successfully establish psychological safety, their organizations will be in a significantly better position to maintain talented, committed female workforce – and this will improve the company’s results, said BCG Managing Director and Partner Melanie Seier Larsen.

“The key to psychological safety is empathic leadership. In such jobs, women are 97% less likely to change jobs within a year than elsewhere. This is especially true for minority workers and people with disabilities,” said Seier Larsen.

The empathetic leadership style doesn’t discourage conflict, but encourages constructive dissent, constructive debate, debunking myths about performance and responsibility. Empathetic leaders are open and credible, Seier Larsen added. Research shows a direct and close link between empathic leadership and the feeling of psychological safety in the workforce. This in turn delivers key workplace benefits to both the organization and its employees.

So, what differentiates empathetic leaders from others?

They set aside time for sharing and learning. It starts with carving out some time at the beginning of meeting to create a space for employees to talk about things that they have learnt and share recent challenges or successes. An empathetic leader also talks about her/his own challenges and successes, creating a safe space for employees.

Conduct regular team reflections. Provide opportunities to reflect on how the team is performing and suggest ways to improve teamwork.

Be open and authentic. Openly communicate your own mistakes and the lessons you’ve gained with the team. Leaders may not possess all the answers, and sharing this reality empowers team members to contribute their ideas without fear of judgment or embarrassment.

Challenge ideas, not people. When providing feedback, ensure that the criticism concentrates on the substance of the work, not the person who did the work: focus on opportunities to improve the content.

Tackle problems directly. Employees should feel secure when questioning ideas, policies, and practices, even if it leads to some conflict or disagreement. Cultivating a culture that embraces productive disagreement and debate facilitates deeper understanding and trust, allowing for the resolution of issues before they escalate.

Consider cultural context. Your employees may have diverse cultural backgrounds, and not everyone feels equally comfortable sharing their thoughts and feelings. It’s essential not to impose openness on others; rather, provide a supportive environment for them to share when they are ready.

Through employing empathetic leadership to establish psychological safety, organizations forge resilient teams capable of tapping into the creativity and insights derived from diverse voices and perspectives. This not only enhances innovation, but also improves financial performance, fulfilling the commitment to constructing fair, equitable, and inclusive workplaces not just on International Women’s Day, but beyond.