Connecting Through Chaos

The views, thoughts, and opinions expressed are mine, and not the opinion of my employer, any organization, committee or other group or individual.

Business is personal.  While leadership is dealing with the increasingly complex business agenda in global financial markets, vulnerable supply chains, consumer demand for sustainability, and very real financial implications of precarious diplomatic trade relations, people within companies are often feeling like they're stuck.  On a roller coaster.  Without a seat belt.  That doesn't have an off-switch.  With no conductor.  What started out fun  is now frightening,  the G-forces so strong they can't even say it out loud so these loyal team members keep their eyes closed and their heads down, you know, to keep the bugs out of their mouths and so no one can see their tears.

As executives it can be easy to assume our human resource leaders are taking care of the business of people, and it's our duty to take care of the business.  I'll say it again.  Business is personal.  Our business is created by, conducted through, and innovated with people.  While we must be tenacious and drive a performance culture in order to deliver outcomes for the employees and shareholders who depend on our leadership, we also must ensure our employees understand that we care about them personally and as important as the "what," we care about the "how."  Empathetic leadership is not weak--it is the greatest strength if applied with authenticity, humility, and consistency.  While I am still working daily on getting this right, around the world I find the following in every culture to be true:

1.  I SEE YOU.  While I may not remember every person's name (in my case I have over 4,000 employees worldwide,) I will make eye contact, shake your hand if culturally appropriate, ask your name, what you do, and make sure you are seen.  Put your phone in your pocket when you have the chance to make eye contact with your employees. It's gold and you have no idea how that one kindness may get someone to ask an innovative question, take a better risk for your business, listen to your vison in order to align their work better to it, or even just to feel more engaged in their part of the world you lead.  Your eyes could be an insight into the soul of your company.  And it doesn't cost you anything but a straight neck and a smile.
2. I HEAR YOU.  The curse of every executive I know is answering other's sentences.  Stop doing that.  Ask someone to hold you accountable.  It was endearing when you were an ambitious director working your way to VP, it's simply bad form now and chances are the people in your company are dialing up every ounce of courage they have just to talk to you.  The greatest insights I have received in business have been when my mouth is shut and my ears are open.  Stop.  Talking.  The most powerful gesture of empathy is experiencing the gift of someone listening to you.  Really, truly listening, with a sincere desire to understand before passing judgment or trying to "grade" the content.  Your best business innovation is probably waiting in the whisper of the women and men you walk by as you stare at your iPhone while you make your way to your very important meeting.
3. I FEEL YOU.  We can't be successful in business without dealing with facts, but I contend we can't win long term without addressing the reality that people have feelings.  You've heard the saying "they won't care how much you know until they know how much you care."  I wish I had learned that much earlier in my career, things would have been so much easier!  In my global role, I am learning the nuance of how to show care in culturally relevant ways--but make no mistake, everyone, in every culture, wants to know the executive leader cares about them personally.  You have a chance to demonstrate this in small ways every day like how you address people or even in their important occasions like remembering their birthday or company anniversary with a greeting card (I do this and am still so gratified by how important this gesture is to people worldwide.)  Acknowledging people have feelings, and that their feelings may be vulnerable during times of significant chaos during business transformation is critical.  Don't avoid it.  Give it a voice, show up, be present.  They will know you care about their feelings and in turn, they will trust you.  When they trust you, they will follow you during the good and tough times your company is likely to face.

Business is personal.  That is why I love it.  I am challenged daily by the complexity of issues and the genuine connection of the people I get to serve worldwide.  I care about them and suspect you have the same feelings toward the people you get to work with as well.  Don't be shy--let them know you see them, you hear them, you feel them.  Your business will thank you and that iPhone needs a rest. 

Cindy Mahoney