Management Perspectives

When dealing with people, let us remember we are not dealing with creatures of logic. We are dealing with creatures of emotion, creatures bristling with prejudices and motivated by pride and vanity.” - Dale Carnegie, American writer and lecturer.

The mainstream belief that people with a dominant right brain are rational, while creativity is higher in left-brained people, is actually a myth. Ample studies and research indicate no clear difference between their functions. Both sides show a similar amount of activity. The lateral connection to emotions theory is mostly popular because of its widespread acceptance and not because of any substantial proof.

It directly relates to the notion that a distinct demarcation should and can be established between professional and personal lives. However, in today’s digital age, when renowned brands face competition from constantly pivoting startups and tackle uncertainties in many shapes and form, leaders cannot just rely on rational thinking. How do leaders plan to meet the demands of the younger workforce, which prioritises purpose over pay? What about employee engagement and retention?

“Empathy makes you a better innovator.” - Satya Nadella, CEO, Microsoft

Ever renewing uncertainties loom big and bring to the surface more complex problems, making innovation a necessity. The journey of inventing a concept, prototype, product, or service begins with an idea. Ideas strike us when we least expect them. Creative freedom is definitely a catalyst, but it is not sufficient. The major contributor to innovation is actually empathy. According to Catalyst, 61 per cent1 of employees with leaders high in empathy reported being most often or always innovative at work.

In fact, empathetic leadership also impacts employee engagement. Even without the data and organisational jargon, it is palpable that high levels of stress can hamper the productivity of employees. Interpersonal relationships also suffer visibly. From performance to collaboration, every aspect is affected.

Fellow leaders can imagine a workplace that is crumbling not only due to the onset of a sudden crisis but also because of a lack of empathy in the workplace culture. Is this a passing trend or a torch-bearer of change? The stereotypical description of a leader neither fits the current requirements of the corporate world nor aligns with the demands of today’s diverse workforce. Employees wish to be led by an individual who is unafraid of being vulnerable while knowing how to regulate their emotions. Taking a clear stand on tough issues, their actions match their words. This creates an image of a human leader who is approachable and whom people at all levels can trust.

Employees look up to such a leader in the hopes of following in their footsteps of success. Yet, it starts contradicting the idea of being your true self at work. How can we bring our authentic selves to work while leaving the emotional segments at home? How can you direct ideas to stay confined within a space and time limit?

This perfection creates a disconnect in the workplace community where people feel hesitant to share their honest opinions. Often, this becomes a reason for the most creative ideas to not reach their final execution and for a disengaged employee to quietly quit.

Identifying burnout, encouraging initiative, recognising efforts, and building connections— all need emotional awareness in themselves and others. Leaders who want to invest in the growth of employees try to actively know the employees beyond their professional identities. Along with the implementation of policies, they bring about change through consistent inclusive practices.

However, to utilise the full potential of emotional intelligence, Center for Creative Leadership suggests2 making some solutions a part of culture.

Listen to learn. Keeping an open mind and a non-judgmental stance can help a community become more compassionate. Especially, when the leader listens to the issues raised by the under-represented groups, whether in person or offline, anonymously or with identity, regarding work-related difficulties or personal life crises, they demonstrate the willingness to care during tough times.

This also holds true for unfiltered feedback. An organisation’s people are its strength. So, if they have been struggling with something or can foresee an error turning into a complication in the future, it is necessary to pay heed. Create and maintain communication channels that allow people to articulate their honest emotions.

Understand to motivate. Increasing raises, rewarding bonuses, and promoting consistently high performers certainly help employees. However, what they need are learning and development opportunities that help them upgrade their skills, both technical and core. Emotional intelligence is a powerful skill that can help individuals and teams become self-aware and improve their relationships.

Along with that, leaders need to acknowledge when an employee takes initiative and validate their efforts to improve. This gives a much-needed push to the employees who get motivated to continue innovating and contribute to the bigger objective.

Lead by example. Actions will speak louder than words, and empathetic leaders always try to align their words with actions. However, when they fail, they accept their mistakes and make amends. Considering this an opportunity to unlearn and relearn, they acquaint themselves with the right answers. They reach out to the experts to learn from those who have lived through the experiences.

This creates a culture where rules are the same for everyone—irrespective of hierarchical level, personal background, age, gender, skills, or sexual orientation people are treated in the same manner. So, everyone gets the chance to be more aware and more inclusive.

Emotional intelligence is the leadership tool that can ignite creativity, strengthen relationships, and make the workplace inclusive and equal.