Empathy: A Secret Weapon in the Modern-Day Business World

Several years ago, we took a deep, introspective look at our construction consulting firm and began to identify what role empathy played in our business success.  There seemed to be a distinct difference of approach between our construction managers who consistently performed well, and those who didn’t.  The construction managers who seemed to get “it” had very successful projects.  Those who didn’t get “it” had problematic projects that never seemed to run smoothly. 

Upon closer inspection, the “it” that differentiated the two groups became very clear.   Our most successful managers didn’t just shuffle schedules and people.  They climbed inside the mind of the client and in essence became the client, identifying completely with their objectives, values and feelings about the project.  Some managers were able to empathize so completely that they finished the client’s sentences.  Literally and figuratively, our most successful managers were sitting on the same side of the table as the client.

We also found that the value and power of empathy in client relations went way beyond just knowing how the client might react to a particular situation. The client began to perceive us as part of the solution, instead of as part of the problem.  Subsequently, our clients became more open to alternative solutions outside of the original scope of the project.

For example, a client recently came to us with the objective to build a new facility.  A significant amount of time was spent on understanding the client’s desires and motives.  In doing so, we realized that buying an existing facility and renovating it would result in a significant financial savings and would better meet the client’s time requirements.  The client would have missed this opportunity had we simply gone forward with his initial request without looking deeper into the overriding goal he was trying to achieve. 

Is Empathy Innate or Taught?  

The power of a well-developed aptitude for empathy in the business world is considerable.  However, research has indicated that not everyone has the same level of aptitude for empathizing with others.

There are two basic types of empathy.  The first type focuses on how people emotionally relate to and show concern for others.  In other words, some people are able to empathize with others by “feeling their pain,” or feeling as though they completely understand and identify with the hardships others are experiencing.

The second type of empathy is sometimes referred to as “street smarts.”  This type is based on a person’s ability to not only understand the perspectives of others, but also to draw intelligent conclusions from those perspectives and develop courses of action.  People with “street smarts” often possess natural leadership ability, good listening skills, an ability to influence and persuade others, and emotional intelligence.  

Emotional intelligence in particular has been a recent topic of interest as it applies to empathy.  In their book, Executive EQ, authors Robert Cooper and Ayman Sawaf define emotional intelligence, or emotion quotient (EQ), as the ability to sense, understand and effectively apply the power and acumen of emotions as a source of human energy, information, and influence. 

According to Executive EQ, emotional intelligence requires that people learn to acknowledge and value feelings in themselves and others.  They must appropriately respond to those feelings, effectively applying the information and energy of emotions in their daily life and work.  Emotional intelligence is not about sales tricks, knowing how to “work a room,” exploitation, manipulation, or control.  Rather, emotional intelligence motivates people to pursue their unique potential and purpose by connecting with the innermost values and aspirations of others. 

Clearly, some people are born with a higher level of emotional intelligence and a more refined ability to empathize than others.  The good news is that everyone has the ability to hone and improve their empathetic skills to enhance their personal and business relationships.  A person’s intelligence quotient (IQ) stabilizes at about age 18.  However, one’s EQ can continue to improve throughout life.

Creating an Effective Business Tool   

The use of empathy as a business tool originated from its similar application in dramatic theater.  Russian actor and director Konstantin Stanislavsky introduced “method acting” to the modern theater in the early 20th century.  Method acting, or “the method,” teaches actors to feel the emotions of their characters and to draw from their own emotions and experiences.  “The method” has been practiced by actors now considered icons of American cinema, including Marlon Brando and James Dean. 

Over the years, “the method” approach to acting has been cultivated into a modern-day business tool.  The first step in this process is to understand where one currently ranks in terms of empathetic skills development.  Turnkett Leadership Group provides a simple interactive test on its website at www.turnkett.com, which evaluates a person’s EQ profile specifically as it relates to the two basic types of empathy.  The score is then compared to a group comprised of individuals matched by demographical data to indicate where a person may fall within his or her peer group.  

The next step is to utilize strategies that can help improve empathetic skills. One crucial strategy is learning how to be a good listener.  People often are programmed throughout their lives to find all the right answers and find them now.  In the rush to find answers quickly, people often hear what is being asked of them.  Yet, they don’t stop to really digest what is being requested long enough to focus on finding the best answer. The enhancement of empathetic skills is contingent upon the improvement of listening skills.

Another effective strategy is to seek out a mentor to emulate.  Ideally, a mentor is someone in the workplace who continually demonstrates the ability to empathize with clients, and who has achieved a considerable number of highly successful projects as evidence.

Meeting the Committee Challenge

In the construction business, consultants usually find their greatest empathetic challenge when working for a committee or board of directors.  The days of the typical client being a one-man show making all the project decisions are now a distant memory. Thus, the ability to see the project through more than one pair of eyes has become critical. Consultants must become the facilitator, way-finder, coach and cheerleader for the entire group in order to develop a common, cohesive vision.  This requires regular face-to-face group meetings, in which all parties are free to openly express their feelings and perspectives about the project.  Consultants must demonstrate that they concerned and in tune with everyone’s opinion; then move forward with a suggested plan of action upon which everyone agrees.

Developing a Reciprocal Relationship

Most clients would say that the ideal consultant (i.e., construction manager, design professional, accountant, lawyer) is one that is in tune with their vision for a project and understands how best to achieve that vision.  Yet, the consultant/client relationship must go both ways.  For clients to reap the benefits of an empathetic approach, they must first be willing to allow the consultant to “climb into their heads.”  Clients must have an open mind about the empathetic process, and remember that any subsequent vulnerability they experience is serving a greater purpose.

Empathy is a largely underutilized business tool, particularly in today’s cutthroat corporate world, where the bottom line and the lowest bid are often what matter most.  Yet, it is in today’s business environment that empathy can make the biggest impact.  Combining empathetic skills with one’s experience and knowledge about a particular field undoubtedly will yield a highly successful and unforgettable business endeavor for all parties involved.  Is empathy part of your business plan?