To be a Successful Manager you Need to have an Empathic Connection

Based on my own experience as a leader, I think the most important barriers that stand in the way of a deeper connection with employees are poor listening, lack of empathy, and recognition. As leaders, to increase connection and gain influence, we need to start by listening to our team intently. Be engaged, ask follow-up questions, and show our team that they are valuable. Also, as leaders, we need to empathize with our employees and take the time to recognize and reward them.

In summary, lack of recognition and empathy could lead to a disconnection between leaders and employees, which would eventually impact performance and productivity.

I agree with Dr. Cuddy that the best way to connect with your employees is to start with warmth and empathy. Even the emotional tone that we use in a hospital affects many parts of the work. It affects the decision-making process and the communication ability of employees. What I have learned over time is that how my team feels usually affects their work and their productivity. Showing empathy, warmth, and creating a positive emotional culture helped me tremendously with my team. Whenever I get a chance, I sit down with my team and have conversations about how they are feeling and how these emotions are impacting their performance.

I also try to be more positive and reassure my team that whatever issue we have, we will overcome it. I know my feelings will reverberate throughout the team. I did not know back then that I am one of the “happy warriors.” Also, as a leader, I always ask for help when I need it despite the perception that asking for help makes you less of an expert or a leader. The authors in this article mentioned that people think leaders have to be independent and never express doubts about their abilities (Cuddy, Kohut, & Neffinger, 2013). However, I think great leaders know when to turn to someone for help. Asking for help will gain a leader more respect. These specific characteristics of leadership helped me a lot to stand out and be a leader in my career.

In my experience regarding oversharing, I’ve been on both sides – as a leader and as a worker. I knew how my team felt when I became a leader and how they wanted to see the real me, with my weaknesses, mistakes, and vulnerabilities. With practice, I found how to balance between what to share and what not to share. Early in my leadership career, I was afraid to let anyone see my weaknesses. I wanted to appear competent. I thought I had to have it all together. With time, I became more open, and I realize after all, I am human. I learned that as a leader, I need to be more vulnerable. As leaders, we need to create a safe environment where our employees can share their insecurities. We need to develop positive, trusting, and respectful cultures. The authors Fosslien and Duffy mentioned the same thing in their articles. They said a leader’s willingness to be more open and honest, even if it makes them vulnerable, is essential to building trust among employees (Fosslien & Duffy, 2019). I wish I had known that earlier in my career. It could have made my life much easier.

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