Empathy is generally described as the ability to take on another’s perspective, to understand, feel, and possibly share and respond to their experience.
In the workplace, empathy acts as a bridge between colleagues, fostering a sense of connection and understanding. By recognising and acknowledging the emotions and perspectives of others, we can build trust and collaboration. This not only improves communication and reduces conflict, but also motivates employees by demonstrating that they are valued as individuals. Ultimately, empathy strengthens teams, leading to a more positive and productive work environment.
We can really look at empathy as:
- Seeing with the eyes of another
- Listening with the ears of another and
- Feeling with the heart of another
At Surge Ahead, we use DiSC as a powerful tool to support teams with empathy. Understanding more about ourselves and each other builds empathy.
What better way to illustrate this, than with a little workplace fable!
Isabelle, a newly recruited project manager, the life of the party and self-proclaimed “idea machine,” bounced into the conference room, a flurry of colourful scarves and infectious enthusiasm. “Alright team, let’s brainstorm some killer ideas for that new project!”
David, ever-pragmatic, cut her off with a sigh. “Hold on, Isabelle. We need a clear strategy first. Market research, target audience analysis, the whole shebang.”
Simon, the quiet observer in the corner, winced. He preferred a more harmonious approach, and the tension in the room was already thick enough to cut with a butter knife. Clare, ever the detail-oriented one, chimed in, “David’s right. We can’t just jump in without a plan.”
Isabelle threw her hands up in exasperation. “But guys, that’s boring! Let’s just brainstorm for a few minutes, get the creative juices flowing!”
The next hour was a whirlwind of frustration. Isabelle’s free-flowing ideas were met with David’s scepticism, Clare’s meticulous planning, and Simon’s uncomfortable silence. No progress was made, only tempers flared.
Exhausted, they decided to take a break. Clare retreated to her desk with a stack of research papers, David paced the hallway muttering about deadlines, Simon busied himself watering his office plants (the only things thriving in that room), and Isabelle vented to a colleague about the “humourless robots” she had to work with.
Later that day, Isabelle, having reflected on the morning’s meeting, remembered some DISC training she had been on in her last job. She googled DiSC to refresh herself. As she read, a lightbulb went off. Could their different styles be the root of their problems?
The next morning, as they sat around the meeting table again, Isabelle stared at the team she’d inherited threw a new lens. There was David, the energetic D-style, pacing with a furrowed brow. Clare, the meticulous C-style having reviewed a spreadsheet was organising her notes. Then there was Simon, the reserved S-style, carefully taking notes, whilst reviewing the project brief. Isabelle, an I-style herself, thrived on collaboration, but this team felt like a collection of mismatched puzzle pieces. They were brilliant minds, but their approaches to the upcoming project were as different as night and day.
Isabelle took a deep breath. Empathy, she reminded herself. David thrived on results, herself on brainstorming, Clare on accuracy, and Simon on stability.
Seeing how things would pan out, Isabelle initially sat back and watched. Like yesterday, the first hurdle came during brainstorming. David fired off suggestions like a machine gun, Clare meticulously critiqued each one, and Simon remained silent. Isabelle realised a one-size-fits-all approach wouldn’t work. She started by acknowledging David’s enthusiasm, by stating “David, I appreciate your urgency. Let’s map out some clear goals after we explore all the options.” She then gave Clare a chance to present her well-researched points, by stating “Clare data is key. Perhaps we can use this brainstorming session to identify metrics to track?” Finally, she turned to Simon, asking for his thoughts on the project’s potential impact. Simon, feeling valued, but until this point had remained silent, offered insightful concerns. “Thanks Simon” she said “Your insights are invaluable. Let’s document everything as we go, so we don’t miss anything important.”
The tension in the room eased. David appreciated the goal-oriented approach, Isabelle felt her ideas valued, Clare saw the brainstorming feeding into her need for data, and Simon felt secure with the documentation plan. Throughout the session, Isabelle kept their DiSC styles in mind, asking clarifying questions for David, encouraging participation from Simon, building on her own ideas, and ensuring Simon felt involved, appreciated and included.
As the project progressed, Isabelle continued to tailor her communication. She provided David with clear deadlines and action items, offered Clare detailed data to analyse, and included Simon in small, informal discussions. When tensions flared between David’s impulsiveness and Clare’s cautiousness, Isabelle empathised with both. She explained David’s desire for progress to Clare, and highlighted Clare’s focus on quality to David.
The team, initially hesitant, began to click. David’s energy kept things moving, Clare ensured accuracy, and Simon’s thoughtful insights improved the project’s depth. Isabelle, by understanding their DiSC styles and communicating with empathy, had transformed a group of individuals into a high-performing team.
As they celebrated their success, Isabelle realised that empathy wasn’t just about understanding – it was about valuing each member’s unique strengths and creating a space where everyone could contribute their best.
Diversity of teams brings great things. Creativity, a wider range of perspectives, enhanced problem solving, stronger decision making.
But without empathy, it just turns into a melting pot of frustration and ignorance.
