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Balancing Empathy and Accountability in the Modern Workplace

In today’s evolving work environment, managers face an unprecedented challenge: finding the right balance between being empathetic and ensuring accountability among employees. As organizations transition out of the pandemic and the accompanying difficulties, stress and burnout have become increasingly prevalent among workers.

At the SHRM Annual Conference & Expo 2022, held in New Orleans, Jennifer Lee, executive director of learning and development at JB Training Solutions, shared insights into this complex issue during her session titled “Empathy Plus Accountability Equals a Balanced Diet for a Healthy Organization.” She emphasized the importance of understanding the external pressures that may impact employee performance.

Lee suggested that managers should adopt a more nuanced approach when checking in with employees. Instead of the generic, “How are you doing?” she recommended asking, “How are you doing today?” This phrasing encourages more authentic responses rather than the typical, brief “I’m okay.”

Validation is key in these conversations. Lee advised leaders to begin their responses with affirmations such as, “I can see how that would be challenging,” emphasizing the importance of tone in acknowledging employees’ feelings. Recognizing that their reactions are valid can foster a supportive environment.

Drawing on the work of author Marie R. Miyashiro, Lee highlighted the significance of soft leadership skills, including trust and genuine communication. Miyashiro, in her book The Empathy Factor, asserts that effective leaders are adept at blending these soft skills with the hard skills necessary to maintain organizational stability during tough times.

Micro-Expectations to Alleviate Anxiety

Lee defines empathy as the ability to understand and share the feelings of others but clarifies that it does not mean taking on the burdens of employees. Similarly, accountability should reflect a commitment to managing responsibilities rather than enforcing unrealistic expectations without consideration of external factors.

To better navigate shifting job expectations, Lee suggests that managers set micro-expectations, which consist of smaller, actionable tasks for the employee to achieve in the short term. By focusing on daily goals instead of long-term objectives, employees can manage their workloads more effectively, particularly during challenging periods.

Lee also pointed out the broader implications of individual struggles, noting that one person’s challenges can impact the morale and performance of the entire team. Therefore, understanding and addressing the mental well-being of employees is crucial for collective success.

Importantly, Lee asserts that while supporting employees is necessary, doing their work for them only undermines their development and performance. Instead, managers should offer resources and support without taking over tasks.

Moreover, respecting employees’ boundaries is vital, especially for those working from home. Contacting staff outside of office hours or during their time off can exacerbate stress and disrupt work-life balance, leading to further burnout.

Supportive Solutions Without Conflict

It’s essential for managers to consider the workloads of their team members. Lee encouraged leaders to ask how they can help alleviate obstacles that employees face. By identifying specific needs, managers can address the core issues that hinder performance and create more effective solutions.

When engaging with employees, the focus should begin with the question, “What do you need to perform your job more effectively?” While such requests may sometimes be unreasonable, engaging in dialogue can help navigate potential conflicts over expectations.

An example might involve an employee requesting exemption from certain meetings due to their workload. An empathetic response could acknowledge their challenges while reinforcing the importance of participation: “I see that your workload is substantial, and managing all those updates can be overwhelming. While attending many meetings is essential for your collaboration, let’s explore options for reducing your meeting time.”

A proactive approach could involve asking the employee to assess which meetings are truly necessary for them to attend, fostering a sense of agency while maintaining accountability. Lee cautioned that any accommodations made should be equitable to avoid perceptions of favoritism, which could lead to morale issues.

As the pandemic’s immediate threat has significantly diminished, Lee noted that while we may be moving past the “era of survival,” the impacts of this time on workplaces and employee mental health will continue to be felt. Addressing these issues with empathy and accountability is crucial for fostering a thriving organizational culture moving forward.

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www.higheredjobs.com