An interview with Daniel Goleman, Psychologist. See how you can use emotional and social intelligence to improve your own and your organization's performance.
Are you a change agent with a big idea for the world? Learn how to use the 'science of empathy' to dramatically overcome cynicism and realize your social vision!
Advanced Empathy Training? But I'm empathetic already! Using the science of empathy and the power of psychological insight, this transformational online course will rewire your brain to see, feel and understand the world from the perspective of the "cynics" that you encounter.
"Having empathy is not the same thing as demonstrating empathy." How cool is that?!
The quote comes from a white paper recently published by the Center for Creative Leadership (CCL). Click here to access the pdf: http://bit.ly/hR3qhL
Of course, the above mentioned study found that empathetic managers are viewed as better performers. According to the study, this is especially true in some countries, including China, Hong Kong, Singapore, and Taiwan. Chartered Management Institute
"The trouble with sanctions: Organizational responses to deviant anger displays at work," co-authored with University of Baltimore's Lisa T. Stickney, stated that "when companies choose to sanction organizational members expressing deviant anger, these actions may divert attention and resources from correcting the initial, anger-provoking event that triggered the employee's emotional outburst."
A professor of Temple University Fox School of Business has challenged the traditional view of workplace anger, suggesting that even intense emotional outbursts can prove beneficial if responded to with compassion.
Deanna Geddes, chair of the Fox School's Human Resource Management Department, argued that more supportive responses by managers and co-workers after displays of deviant anger can promote positive change at work, while punishing or doing nothing does not.
HR leaders understand that communication is vital to professional success. Indeed, and good communication skills are a decidedly two-way process.
So what is empathetic listening? It is considerably different to just plain old listening. Many of us routinely listen halfheartedly, or attempt to multi-talk, using the odd grunt to show our attention. We can view listening as a pause to gather our thoughts, and formulate the next crafted reply – this might be better described as pathetic listening. Empathetic listening is when we give our full, non-judgemental attention to the speaker, with their best interests in mind.
In the book "Wired to Care," author and business strategist Dev Patnaik explains why creating empathy within an organization can improve decision-making and ...
Open Empathy Dev Patnaik, Managing Associate, Jump Associates Recent history has seen the rise of design as a key strategic tool for business in multiple sectors.
Open Empathy seeks to do for top-line growth and innovation what Open Book Management did for bottom-line management and finance. In companies like Nike, Harley-Davidson, and Microsoft’s Xbox team, empathy comes naturally to employees whose lives mirror those of their customers.
Open Empathy Organizations such as these can show every person within the company how the decisions that they make can potentially add value to their customers’ lives.
Bill Drayton tells Global X why the largest group of social entrepreneurs who have been selected to become Ashoka Fellows (450 out of 2,400) concentrate on children and young people: "What really matters is whether children master applied empathy, and whether young people (12 to 20) master empathy teamwork leadership and become change makers" through extra-curriculum activities such as tutoring services, help hotlines or community radio stations.
"Those who don't master applied empathy will be marginalized, and if there are children who didn't have a chance to develop these skills, it's our fault, not theirs!" adds Bill Drayton.
Design thinking is a process of empathizing with the end user. Its principal guru is David Kelley, founder of IDEO and the Stanford design school, who takes a similar approach to managing people.
He believes leadership is a matter of empathizing with employees. In this interview, he explains why leaders should seek understanding rather than blind obedience, why it's better to be a coach and a taskmaster and why you can't teach leadership with a PowerPoint presentation.
On July 9th we held a workshop on business empathy with 4 major Dutch companies, all leaders in their category: banking, supermarkets, rice and cable companies.
This workshop was part of the Dutch Empathy Monitor 2010, conducted by Ruigrok | Netpanel in cooperation with Fronteer Strategy.
One of the interesting outcomes: there is a positive correlation between empathy and attractiveness.
Empathy minimizes conflicts and promotes prosperity. In business, it creates a better experience for everyone involved—customers, employees and management.
Customers feel taken care of. Employees feel appreciated and become more loyal and efficient, strengthening the company and making it more profitable.
Empathy improves every situation it touches, setting off a chain reaction of positive events in a self-perpetuating circle that Tom Ward calls The Empathy Effect.
The older I get, the more experienced I get, the more I look into the literature of entrepreneurship, and leadership too, the more I appreciate the critical importance of empathy.
Empathy is feeling what another person feels. It’s being able to imagine what it’s like to be that other person. It’s understanding.alchemy.
Empathy is the best trait in entrepreneurship. Why?
In this talk, John Marshall Roberts makes the case for empathy, drawing on history, humility, and a hearty dose of humor.
John Marshall Roberts is a bestselling author, social scientist, and CEO of Worldview Learning. He has crafted his career around converting corporations and communicating with cynics. Through strategic communications and values-based messaging, John helps leaders develop the empathy skills required to inspire common vision for causes that matter.
In the work environment, can we express compassion for our colleagues without it being considered sexual harassment? Is it possible to be genuine and authentic in an intimate working environment towards our colleagues and still be appropriate?..
Later in the week, Nancy went to comfort her 41 year old male colleague as they sat together reviewing the week’s activities. As they talked, she put her hand on this leg as an expression of true compassion and friendship. Her words and gesture were intended to reassure him and let him know that she understood his frustration and appreciated his efforts. He promptly told her to remove her hand from his leg. Wow! Nancy was shocked.
Did her gesture of empathy and friendship really come across as inappropriate?
“The trouble with sanctions: Organizational responses to deviant anger displays at work,” co-authored with University of Baltimore’s Lisa T. Stickney, stated that “when companies choose to sanction organizational members expressing deviant anger, these actions may divert attention and resources from correcting the initial, anger-provoking event that triggered the employee’s emotional outburst.”
Managers who recognize their potential role in angering an employee “may be motivated to respond more compassionately to help restore a favorable working relationship,”
TED Talks Google's "Jolly Good Fellow," Chade-Meng Tan, talks about how the company practices compassion in its everyday business -- and its bold side projects.
How to Get Empathy in the Workplace - Dev Patnaik, founder and CEO of Jump Associates, maintains that the ability to understand the feelings of your work colleagues is key to innovation and success.
Dev Patnaik: Every single one of us understands what empathy is on a personal level, and that’s because we are blessed with the ability to connect with other people, right?
We’re born with this biological power to connect with other folks, to step outside of ourselves and walk in someone else’s shoes, to intuitively get where the person is coming from and get their feelings and their point of view.
Kelley explains that the same principle underlies all these projects — empathy.
“The main tenet of design thinking is empathy for the people you’re trying to design for. Leadership is exactly the same thing–building empathy for the people that you’re entrusted to help,” he says.
So how does Kelley move people from junior positions into leadership roles? After relying on careful listening and intuition to hire the right people, Kelley actively develops his people in a structured way
It sounds like science fiction or fantasy, being able to predict emotional responses... But displaying empathy is one of those key skills that every information marketer needs to have available.
There are a number of skills that are needed to create information products well. One of the more valuable is empathy. It sounds silly enough but being able to understand and predict another's feelings is a key skill. Possibly one of the top five for developing successful products.
Be it expanding on self-awareness or empathizing with juniors, effective bosses have set guidelines that drive their work.
How do managers express empathy in their leadership role? The examples of “practicing empathy” in a management role are virtually limitless. Certainly empathy is expressed in all of these day-to-day leadership situations and circumstances:
Empathy is what everyone wants…to speak to a caring person who can identify with our problem and understand what it feels like to be in that situation.
When you show empathy you can “see” the situation through the eyes of the customer. The customer then feels cared for and valued .
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