Tag: empathy

Cash flow, creativity, and compassion are not mutually exclusive™

The Most Painful And Poignant Empathy Teacher

Posted on by Red Slice

There is much talk about social-emotional learning in schools all over the world today. And I am here for it. In addition to helping kids from a young age regulate their emotions, negotiate conflict, and constructively express their feelings, there are many efforts to teach children about empathy.

Not “teach them empathy” per se – that is a skill innate to us as human beings – but to help them recognize empathy and strengthen that muscle so it becomes so strong, it is part of their self-identity.

I spoke about Golestan in my book, The Empathy Edge. An innovative immersion school that centers empathy at the root of their curriculum. The results speak for themselves. When their kids matriculate into public high schools, they are often the ones with higher grades, better communication skills, and the ability to diffuse conflict. Teachers want these kids in their classes!

But there are many such efforts afoot to help kids tap into their innate empathy early on, before the muscle has atrophied. Among them, the great work of Ed Kirwan and the team at Empathy Week, which is a worldwide program to help kids practice empathy through the power of film. If you missed it, please check out my podcast interview with Ed to learn more!

 But what we talk about less is how much we learn about empathy from our children.

Being a parent is an exercise in self-development every damn day. In order to teach your child life skills, you kind of have to master your own. You are put face to face with yourself in the mirror of your own foibles and deficiencies. Especially when teaching your kids about emotional regulation, forgiveness, and vulnerability.

When you teach, you need to model. And that is where the deep humility and learning come in.

My husband and I pledged to make emotional learning a core part of our son’s upbringing. Our hope is that he is better at communication, emotional literacy, and collaboration than even we are! A tall order. And one that requires us to reassess where we are in our own development of those skills.

Every day, I am forced to practice empathy because of my son. To meet him where he is, even when I don’t agree. When I am too tired or overwhelmed to listen. When I am trying to get us out of the house to school on time and he has still not put his shoes on.

And in the bigger stuff: I need to practice empathy that he is not me and I am not him and we see the world differently. He may not love game shows and reading mystery novels like I do. He may not (gasp!) desire to get straight A’s. He may not want to forgive a friend who has hurt him, even if it is the right thing to do because he does not bounce back as quickly as I do.

This all requires me to draw every ounce of empathy I have, take a breath, and reach out to meet him where he is.

If I want to model empathy for my son, I have to practice it with him. Even if I don’t have a neon sign pointing at me that says, “Pay attention! This is your mom being empathetic right now!”

As I navigate social and emotional learning with my son, I have worked to fill in my own gaps. Through reading, podcasts, reflection and outside therapy. What are my triggers getting in the way of my own success? How can I be more self-aware of my emotions? How can I make space to listen rather than speak? How can I learn to refill my tank and take a breath so I can be present for someone else? How can I redefine success?

Kids really are the best teachers. 

Photo credit: Maria Ross

Cash flow, creativity, and compassion are not mutually exclusive™

The Stories We Tell Ourselves

Posted on by Red Slice

If you love heady, insightful books that look at how we look at things, you will want to pick up Citizens : Why the Key to Fixing Everything is All of Us by Jon Alexander and Ariane Conrad. Here’s the perfect description:

The book shows how human history has moved from the Subject Story of kings and empires to the current Consumer Story. Now, he argues compellingly, it is time to enter the Citizen Story.

Because when our institutions treat people as citizens rather than consumers, everything changes. Unleashing the power of everyone equips us to face the challenges of economic insecurity, climate crisis, public health threats, and polarisation.

Citizens is an upbeat handbook, full of insights, clear examples to follow, and inspiring case studies, from the slums of Kenya to the backstreets of Birmingham. It is the perfect pick-me-up for leaders, found

(Yes, I hope to get these authors on The Empathy Edge podcast!)

Here’s why I love the book:

It is all about rethinking the stories we’ve just blindly accepted and been told are fact, based on … .precedent? Power? Control?  The idea that we can’t escape the Consumer story is a myth that is told to us by those who benefit from it.

Same holds true for leadership and what I’m trying to do with my work to change that conversation. We adopted legacy leadership models and workplace cultures because that was all we knew .

The models that tell us:

  • Treat business as business and leave your own personal values at home.
  • Work is work.You get a paycheck so we have the right to treat you how we want.
  • Leaders always have to know all the answers. If they don’t, they should say nothing.
  • Information is to be hoarded and used as a lever for power.
  • Emotions and humanity have no business being in the workplace
  • Leaders need to put up their guards up in order to gain respect.
  • Work does not have to bring you joy.
  • Soft skills don’t impact the bottom line.
  • We have to be empathetic OR achieve high-performance. We have to be kind OR ambitious. Either/Or.

These models are not laws of physics that cannot be changed. They were invented by humans and we have the power to evolve them to better suit our needs.

We can flip the script to the Human-Centered Leadership story:

  • Leaders can be whole people and be vulnerable, problem-solve collaborative, and if they don’t have the answers, they can work with others to find them.
  • Work can be full of heart AND still be a high-performance culture
  • We can have friends at work!
  • We can get to know each other personally and still make tough decisions or have hard conversations.
  • Leaders who welcome new ideas from everyone are not threatened by them – they are boosted by them.
  • Soft skills will make or break your culture and company’s success.
  • We can be empathetic AND achieve high performance. We can be kind AND ambitious. We can enjoy cash flow AND be compassionate. Both/And (and research bears this out)

Don’t be so quick to accept stories as the truth. Be smart enough to see the data, savvy enough to see where workplace culture is going, and brave enough to build a new narrative and be the model that proves how it can be radically successful.
Photo Credit: Nong on Unsplash

Cash flow, creativity, and compassion are not mutually exclusive™

Why Taylor Swift is the Savviest Marketer We Know

Posted on by Red Slice

The dog days of summer have never been felt more acutely on our planet than the past few months. Record scorching temps, wildfires. And I’m hearing data that many companies are still not actively treating climate change as a business threat. Sigh. Seriously?!

Not to mention the sizzling hot economic buying power of women. Taylor Swift and Beyoncé fans are boosting local economies and Barbie became the first movie directed by a woman to break a billion dollars.

But can we pause for a moment to acknowledge something I’ve said for a long time?

Taylor Swift is a marketing genius.

Not only is she a gifted singer/songwriter, she has cultivated one of the most successful, sticky, and empathetic brands out there. She is a marketing machine, yet never loses sight of her craft – or her fans. The chef’s kiss to her extraordinary summer blitz? She made a surprise announcement that her concert will be launched in theaters as a film experience for those who want to see her again, or those for whom the concert was not accessible (either due to location or cost)

Damn, girl. BRA-VO!

Here are 3 reasons why Taylor Swift is one of the savviest marketers around:

  1. She knows her fans

Empathy is her watchword and she knows exactly what her fans want, need, value, and how they want to feel. Everything she does is designed to delight – from encouraging Eras tour makeovers to friendship bracelets to her vulnerability and authenticity in both her songwriting and on social media, she is tapped into exactly what her audience wants. And she’s constantly topping herself – like releasing the movie version of her tour.

  1. She knows the music business

Taylor writes a lot of her own songs, and retains many rights other artists do not enjoy – but back in 2019, her old record label was sold and she lost the rights to her master recordings. Which meant anyone who wanted to use her songs had to ask Scooter Braun for permission and pay him a licensing fee. So she sidestepped him and has been re-recording all her old songs again, branded as Taylor’s Version to ensure she still retains control over those newer cuts. Boss move.

  1. She knows social media

Taylor is the queen of social media savvy. Her posts achieve crazy engagement from fans, and she posts so much “bonus content” there about her life, behind-the-scenes moments, and first-to-know-news.  But she would not achieve this level of fandom if she simply used social media as a one-way billboard, promoting her records and concerts. She has created a hub that invites engagement, where fans feel like they are visiting a friend, and are part of a community bigger than themselves. She talks about her feelings, her process, her heartbreaks! And she loves using social media to surprise lucky fans, making the others stay glued to her every word in case she may come knocking on their door next! Taylor has created an iconic image, yet her fans feel she is so approachable. A hard balance to achieve!

The lessons here?

  • Know your people – adopt an empathetic mindset and really get to know them.
  • Know your industry – understand how your business operates within the ecosystem.
  • Know your channels – leverage channels to connect and engage, not just “sell.”

Photo Credit: Getty Images, article

Cash flow, creativity, and compassion are not mutually exclusive™

Leaders: Control or Connect?

Posted on by Red Slice

Recently, I learned (another) leadership lesson from my parenting journey:

Are you trying to control or connect?

My defiant son is learning to navigate who he is in the world, apart from Mom and Dad (if I dare slip up and say, Mommy, he is quick to correct!). You can imagine the arguments, stress, exhaustion – on both sides.

I’ve embraced positive parenting or conscious parenting. But I was raised quite differently and sometimes, well, I mess up.

And by mess up, I mean lose sight of my goals to get a short-term hit of self-righteousness.. 

My goal is to raise a healthy, empathetic, kind, self-aware, self-sufficient human boy. My goal is to encourage him to speak up for himself, express his creativity, and develop a growth mindset.

But those goals go out the window when your kid back-talks you, rolls his eyes, or refuses to do something you’ve asked him to do a million times.

A wise therapist reminded me (several times), my goal is not to control my son. In the macro sense of course. I’m not going to allow him to run out into traffic or anything. He is his own person with unique strengths, challenges, and preferences.  He is becoming who he is becoming and if the goals listed above are truly my goals, then I have to remember to seek connection more than compliance. 

This will ensure we have a close relationship for the long term, so when things get harder for him as a teen and an adult, his Dad and I can still have influence and he will still feel safe talking to us and being honest. No parent wants a child who keeps important secrets or cuts ethical corners to avoid punishment.

That doesn’t mean I let him do whatever he wants, whenever he wants.

That doesn’t mean he has no guardrails or expectations.

But in those tense moments, when tempers start flaring, it might FEEL good to shout and scream so loud that I will him into compliance. Or I can take a more graceful tact, regulating my own emotions while still seeing who he is AND standing firm with my boundaries. Being a model for him with my own behavior so he knows what to expect and strive for.

So leaders: Ask yourselves:

Do you want control or connection?

Tight-fisted, authoritarian control may get you short-term compliance, to be sure, from demanding a return to the office, tracking keystrokes and badge swipes, or publicly berating someone at the next team meeting for screwing up – but what does that buy you in the long run?

What are your goals?

Are your goals really to force disengagement (for their own mental health, in that kind of environment), encourage the bare minimum, foster resentment, and lose good, talented people to your competition?

I don’t think so.

Or would you rather create a high-performing team for the long term that collaborates, innovates, solves problems, and gets things done – all while remaining extremely loyal to you and the organization? 

You can still set high expectations.

You can still set boundaries and guardrails.

You can still have difficult conversations and get people to take responsibility and face consequences.

AND…you can do all of that while still prioritizing connection over control. 

Remember your true goals. And choose connection over control. I promise it will be worth it for your goals in the long run.

Photo credit: RD Smith, Unsplash

Cash flow, creativity, and compassion are not mutually exclusive™

Can’t Get Your Employees Back to the Office? Here’s Why

Posted on by Red Slice

Recently, Delta CEO Ed Bastian talked to BusinessInsider about the real reason there is tension around the return to office (RTO). So simple. So ignored.

Your employees’ work and life patterns have been forever changed. Employees crave flexibility. They are not going back unless it works for them.

The Pandemic showed knowledge workers that it’s possible to be creative, productive, and connected while working remotely or even traveling. Companies didn’t stop innovating or selling goods and services. They even came up with new revenue streams. The lockdown forced many local businesses I know to finally dive into eCommerce because it was the only way to stay alive.

And workers learned how well they could balance personal and professional life working from home. They spend less time commuting. They can better deal with childcare, aging parents, and their own diverse needs – from being introverted to living with a disability – in better ways.  It opened employment opportunities to many talented workers who live far from big cities.

They thrived. And so did their work, and so did their businesses.

But the 2023 State of Workplace Empathy Report showed us the ridiculous gap between CEOs and their workforces. CEO on average tend to have come up learning older leadership styles. They of course adapted to the chaos of the last three years because they had to. And that led many workers to believe they had evolved their leadership styles as well.

But they didn’t. Many leaders thought – and still do – that all this flexibility was temporary and they can now go back to their regularly scheduled programming.

They never really evolved. They coped. And that is why they’re flipping back to what they know:

If I can’t see you, if you’re not in the same room, we can’t get any work done or achieve our ambitious goals.

It’s the only way they know how to lead and hold people accountable.

So basically, they learned nothing.

But workers learned a lot. They saw the promise of flexible work. They thrived in being able to fit in morning yoga, afternoon soccer games, and even being able to cover having a sick kid at home WHILE working hard. Many of them improved their mental health, got fit, and reconnected with their families.

Why on earth would they willingly go back to the way things were? Especially if the culture was lacking to begin with.

And so…some leaders, once again refusing to get it, think the answer is to “perkify” the office. Full-service cafeteria! Workout facilities! Cool new office space! On-site laundry!

I’ll be the first to admit, that is all super cool and generous. It’s empathetic to provide your workers with all the things they need to manage their life so they can contribute their highest potential to their work.

But it only works if going back to the office WORKS for your people. And it only works if you have a culture worth going back to office for.

For many people, it still doesn’t. They need that flexibility. What they gained working remotely still outweighs all the “perks” their company can offer onsite.

It’s not about getting people back to the office so leaders can feel more comfortable with how to manage them. What is the real reason you want them back in the office? Be honest!

  • Is it the investment in office space you make?
  • Is it wanting to support small local businesses that are struggling because workers are not coming downtown anymore?
  • Is it your discomfort or misunderstanding of how to collaborate and innovate remotely?

All of these reasons can be addressed with intentional learning, training, and experimentation. You can thoughtfully determine – with input from your people – what actually warrants in-person collaboration.  You can also minimize your discomfort through coaching and training or explore industry best practices to learn how to effectively lead in a hybrid world. 

Just because you don’t know how doesn’t mean you can’t learn!

But…there is one big reason that you need to be honest about:

Do you trust your people?

If you don’t, either you’re not hiring the right people, mistrust is rampant across the organization (you set the tone), or your leaders have connection and control issues that need attention.

And who wants to come back to an office culture like that?

Culture is an issue that can’t be solved by unwillingly dragging people back to the office. So stop forcing the genie back into the bottle and figure out how to stay flexible, upskill your leadership and enhance your culture.

Photo Credit: Anastasia Nelen, Unsplash

Cash flow, creativity, and compassion are not mutually exclusive™

The Bear on How to Deescalate Conflict

Posted on by Red Slice

If you’re not watching The Bear on Hulu, go. Now. It’s the story of Carmen Berzatto, a world-class chef who returns to his Chicago home to take over his brother’s working-class sandwich shop after his brother commits suicide.

My husband and I love it because it’s all about the restaurant business, which we’re kind of fascinated by from a team dynamics point of view (and my husband worked in a hotel and catering kitchen when he was a teen), but the family drama, tension, acting, writing, and how they make Chicago an actual character are everything. As an Italian-American myself, the family dynamics resonate! And I get to enjoy post-college nostalgia, having lived in Chicago in the mid-’90s.

Some episodes are tough to watch. Your heart will race. The arguing will stress you out.  And some are so poignant, you will shed a tear. So much goodness!

Anyone who’s worked in a kitchen before knows the stress and drama. It’s real. And the show helps educate viewers on restaurant slang. One of which we might all want to employ. Carmen teaches his new head-chef Sydney a great signal to help de-escalate conversations when they get out of control.

We’ve all been in those conversations – at work or in life. They start out civil enough, then someone gets offended, the other person reacts, and pretty soon you’re both shouting over each other and no one is listening.  It’s not productive, and frankly, all it results in are bad feelings and a headache.

Carmen teaches Sydney the American Sign Language sign for “I’m sorry” When he has messed up, wants to apologize, or even wants to take the temperature down in a tense conversation, he makes a fist and rubs in small circles over his heart. 

There is one episode in Season 2 when they are arguing about the menu for the new restaurant they are opening. It quickly escalates. And one of them immediately uses the signal to help them both take a beat and reconnect. They are then able to constructively talk with each other again, not at each other.

What signal can you use for yourself – or create with your team – to let each other know that we recognize things are getting out of hand, and we are sorry for our behavior? How can you create a signal to reset the conversation to something more productive to move forward together?

Photo Credit: Mashed

Cash flow, creativity, and compassion are not mutually exclusive™

Change is Hard – Even When It’s Good For Us

Posted on by Red Slice

My son loved his play kitchen when he was a toddler. His toy groceries, pots, and pans came to life for him, so he would bake cakes, fry up eggs, and offer me and my husband dinner, which usually consisted of waffles, a chicken leg, asparagus, and a side of fries – and chocolate milk.

As he got older, he played with the kitchen set less and less. But the thought of donating it terrified him. Especially since his world turned upside down in the Pandemic. One day in 2019, he was in kindergarten, playing with his friends. The next, he was taken home, away from his friends and school, for many, many months – and had no idea why.

As he neared 6 and 7 and he went back to somewhat normal life,  he still clung to what he knew, refusing to make any changes. And that meant we could not give away a single toy or book without drama. Despite telling him we wanted to make room for new toys and games – and bring happiness to another child – he wouldn’t budge. And so the toys collected dust and took up room.

I get it. Change is hard. Even when it’s good for us. Even when it’s worth it.  Even for adults. (TWEET THIS!)

Why?

Change requires us to lead the status quo behind. And that makes us uncomfortable. The status quo is what we know. It’s why moving cities and developing a new routine is hard. It’s also why seasoned leaders sometimes have a tough time embracing a new paradigm of emotionally intelligent and human-centered leadership. Even though our brains know we might land up in a better place, our hearts don’t want to let go. And our brains are wired to exert the least amount of effort on actions and activity – change requires us to think harder again, for lack of a better phrase!

Change means we risk failure. We may not know how to expertly navigate the change. What if we do it “wrong”? What if we cause more harm than good? What if we look like an idiot? What if we don’t know the next right step to take? This often happens to people trying to strengthen their empathy. What if I offend you with all my questions? What if I appear weak? What if someone walks all over me? All valid fears to feel – but also myths about what empathy really means!

Our brains understand the need and desire for change. But it doesn’t make it any less scary and hard.

So I invite you to calm your heart when facing change. We should allow ourselves to feel the emotions associated with it fully. Denying them is pointless and counterproductive. We can grieve the loss of the status quo or our idea of comfort by focusing on all we gain when we change.  And we can seek support as we make the journey – and celebrate achievements along the way by measuring success.

My son has eventually learned the power of decluttering to make room for new interests. He has learned how happy his old toys can make another child. And yes, he gets half the money if we sell the items – no one said you can’t incentivize change!

The only way to live, evolve, and grow is to experience and embrace change. The alternative is to stay stuck and stop learning. And really, who wants that? What is the point of life if you live and work that way?

Photo credit: Magnet.me on Unsplash

Cash flow, creativity, and compassion are not mutually exclusive™

What Does Psychological Abuse at Work Look Like?

Posted on by Red Slice

You never knew who would be crying in the office on any given day. Today, it was mine. Again. But I would not give them the satisfaction of seeing it.

See, my anger, powerlessness, and frustration come out as hot tears.  

They used to tell us not to “get emotional” at work. But what happens if you are treated like trash? Gaslit, shamed, mentally exhausted, and not at all eager to deliver great work as a result? You suffer – and so does the company’s bottom line.

Once (well, honestly, twice) upon a time, I had to work under psychologically abusive executives.

I don’t use the term “psychological abuse” lightly. I’m not being dramatic. It feels the exact same way as a mentally abusive romantic relationship I had.

From both work and personal, those scars run deep.

We’re not talking about a manager you get along with, or who has rigorous and unflinching performance standards.  It’s about someone who makes you question your very value, ability, worth – and sanity – on a daily basis.

As a Type A overachiever, this was not a case of a perfectionist boss stretching me to deliver my best work. This leader came into a highly functioning team – a team that had been operating seamlessly for almost six months while the leadership role was vacant – and decimated it.

We were all excited when this leader joined, to finally have someone steering the ship again. To learn and grow from them. To get exponentially better than we already were.

This leader, however, came in and first ignored us, then shamed us, then waged psychological warfare by pitting us against each other and often lying to make comparisons (“So and so turned in their budget plan already, why is yours not done?” PS: They hadn’t turned it in). Literally tearing us apart in every single meeting. 

To what end, I was never really sure.  It never had to be this way. All I know is that we went from a high-performing team to one by one leaving the company. 

Every now and then, I go back to that office in my mind and shudder. We were treated like naughty children, not professionals. Could we improve? Of course – everyone can. But leading with hostility, shame, and fear just never seemed like a sound strategy to me.

What Does Psychological Abuse Look Like at Work?

How do you know when your leader has crossed the line from being “tough and driven” to psychologically abusive?

  • You feel shame and blame. People are shamed in meetings with no warning or reason. Instead of constructive feedback, people are struck silent in embarrassment and shame. The conversation can’t move forward. 
  • Fear rules the workplace. People live in constant fear of the spotlight shining on them. Questioning their skills, feeling disempowered, and turning that abuse inward through depression, alcoholism, and other destructive behavior.
  • Your personal life suffers. You can’t sleep at night. You dread Monday morning, not because of the work but because of this one person. You spend most of your time trying to figure out how you can twist yourself into knots to please them and avoid the abuse (again, the sign of a romantic abuser) Not a great environment for innovation and creativity. 
  • The team starts trauma bonding. When a leader gets off on shame and humiliation and people have to warn and support each other like they are fighting a war, you know there’s a serious issue. Trauma bonding is when we literally feel like we’re in a bomb shelter together, fighting for survival, and it’s ALL. WE. CAN. TALK ABOUT. If toxic leadership dominates your lunchtime conversations and private DM’s, that’s a sure sign of abuse and means we’re all getting distracted from delivering great work.

How Can We Protect Ourselves from Psychological Abuse at Work

Knowing what I know now, older and wiser as they say, I see clearly the issue was not completely us.  This leader was clearly broken inside. 

But sharing advice to “protect ourselves” is hard. It’s a form of victim-blaming because it implies you are the one who needs fixing. 

We should not blame the victim of psychological work abuse, just as we wouldn’t blame the victim in an abusive marriage. This advice is meant to help you weather the storm – until the situation changes or you can get out.

Knowing what I know now,  I would fortify my ability to withstand it (although, frankly, no one should have to). I am more self-confident now and know my strengths and blind spots better so I can stand my ground. I would practice more self-care so my job didn’t define me. I could have sought counsel from trusted mentors outside of the company and might have more clearly seen this power play for what it was:  A desperate attempt by a broken person to inflict pain on others and prove something. 

I would have shored up my emotional intelligence skills to approach this person with more EQ and respond to them in a way that didn’t destroy my mental health.

The irony is that I actually did learn a lot about “the work” from this leader. But it was too high a price to pay. And how much more could I have learned if this had not been the established relationship? When they ended up supporting me and advocating for my promotion,, when I was no longer their direct report, I thought we had gotten through it. Until one final and unexpected attack threw me for a loop again – and I was glad to be moving on to a place where I was appreciated and supported. Where I didn’t have to go to work every day and feel bad about myself or live in fear.

Learn to recognize when your leaders have crossed the line from demanding high performance to psychological abuse.  Don’t be afraid of hard work, fair criticism, and learning lessons as you go. But if it starts to negatively impact your mental health, walk away.

No stellar performance review or promotion is worth that.

If you want to shore up emotional intelligence in your organization to avoid psychological abuse and create more collaboration, let’s talk. I can deliver a dynamic empathy workshop series and strategically advise on an integrated curriculum with my network of talented speakers and trainers. We can build psychological safety, critical communication, and trust building into the curriculum. Just reach out today and we’ll get the conversation going.

Photo Credit: Elisa Ventur Unsplash

Cash flow, creativity, and compassion are not mutually exclusive™

How Empathetic Leaders Can Set Strong Boundaries to Avoid Burnout

Posted on by Red Slice

We are in some tough times. 

Layoffs, Market volatility. For many, returning to work or at least navigating change in a hybrid environment.

Managers are currently caught in the middle. They are feeling pressured from above to get back to delivering stellar results and improving profitability. And they are squeezed by their people, demanding (rightly, after many decades of the opposite) a more human-centered and healthy approach to integrate their work and life. The Pandemic accelerated this movement, and many workers don’t want to go back.

That leaves many leaders stuck – and exhausted.

These folks want to embrace compassionate leadership as a catalyst for innovation, collaboration, and engagement They really do. But how can they do so without losing their own health and sanity in the process? How can they avoid burnout?

The answer is not to give everyone whatever they ask for, nor is it to force you or the team to take on extra work. It also does not mean you become an unlicensed therapist and then slip on your own responsibilities. 

In my new book, I’m developing five pillars to being an effectively empathetic leader while still expecting excellence, setting boundaries, and avoiding burnout. 

Setting boundaries is essential for any leader to prevent burnout and maintain high-performance standards while still caring for their people as…well, people. Here are some strategies that can help leaders set better boundaries at work:

  1. Set clear expectations: Communicate with your team members and colleagues about your availability, working hours, and the time it takes to respond to emails or messages. This will help them understand your boundaries and respect them.
  2. Prioritize self-care: Take care of your physical and mental health by exercising regularly, eating well, and getting enough rest. Find hobbies that keep you in the present moment or simply give you joy, working out a different part of your brain. This will help you feel more energized and productive during work hours.
  3. Delegate tasks: Identify tasks that can be delegated to team members or outsourced to external vendors. And then trust them to do it! This will help you focus on high-priority tasks and prevent burnout.
  4. Say no: Learn to say no to requests that do not align with your priorities or are outside of your capacity. It’s better than saying yes and then dropping the ball! Saying no can be difficult, but it’s necessary to maintain boundaries and prevent over-committing.
  5. Take breaks: Take regular breaks during the day to refresh your mind and recharge. This can include taking a walk, meditating, or engaging in any activity that helps you relax. Schedule them in your calendar, or you likely won’t do them!
  6. Unplug: Set aside specific times during the day when you will unplug from work-related technology, such as email and messaging platforms. This will help you disconnect from work and prevent burnout. Again, scheduling and time blocking this is key.

Remember, setting boundaries is a continuous process that requires self-awareness, communication, and commitment. By setting clear boundaries, you can improve your well-being and productivity as a leader. – and still, be empathetic and compassionate with your team.

Editor Note: I experimented with ChatGPT to initially draft this blog post and then polished it to make it my own. I was delighted to find that many of the concepts I’ll be talking about in my new book, coming Fall 2024, are referenced in this list. While I am always skeptical of AI technologies, I highly recommend you play with ChatGPT for your own content, research, or brainstorming!

Photo credit: Danie Franco on Unsplash

Cash flow, creativity, and compassion are not mutually exclusive™

Empathy is Not This

Posted on by Red Slice

When people are scared or unsure, they run back to what they know. And that’s what some leaders are doing in today’s post-pandemic workplace. And it’s pissing me off.

I read this article the other day and had….opinions. 

Today, as the pandemic fades and a recession looms, employers are back to their old ways — reacting to market conditions, sometimes haphazardly and sometimes without much compassion. 

Being an empathetic leader does not mean you have to be “the cool parent” or that you need to fix things. (TWEET THIS!)

As the article states, “Managers need to be empathetic…but they must also provide workers with guidance and direction and not shield them from economic realities.”

First, it’s dead on that the Pandemic forced leaders and companies to find humanity. We were in/are in a global crisis. All we have is our humanity. People’s lives were turned upside down. Of course, we turned to compassionate leadership. To empathy. We HAD to. 

But this was not a new trend that just popped up. The signs all pointed to a new model of leadership before anyone ever heard about herd immunity. Study after study showed that the Industrial Revolution models of leadership were having less of an effect. That worker’s desires, combined with technology and transparency, demanded a new leadership model: One based on collaboration and connection. A more human workplace. And the rewards? HUGE. Increased productivity, engagement, retention, top talent attraction, morale, innovation, performance, and customer satisfaction The data existed way before COVID began.

The pandemic just accelerated the need to adopt these new models. There was no other way forward but to adapt. 

Now that we are coming out of the pandemic, though, there’s backlash. Back to bossism. Command and control. As if, “They had their fun being treated like human beings but now it’s back to work.”

It’s MADDENING. 

Second, only leaders who don’t understand what is truly meant by empathy hold this position. Your fear and inability to adapt are showing. 

Empathy is not about caving into crazy demands, letting workers do whatever they want to do, or being okay with slipping performance. It’s about listening, getting curious, sitting with someone’s struggle or perspective, and finding a way forward.

Where do people get this stuff? Why do they empathetic leadership as either/or when it’s BOTH/AND? This is what I’ve dedicated myself to sharing, teaching, and inspiring.

Leaders who adopt HEALTHY empathetic habits with their teams can still expect high performance, set boundaries, and avoid burnout. They can just do so IF they have the right tools to embrace empathy in a healthy way (SNEAK PEEK: This is what my new book will be about.)

If you are not, you are not practicing empathy – call it something else!

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