Developing Empathy In Teams

On the best teams, people don’t feel pressure to fit in. They feel valued for what makes them stand out. Here are a few ways to create a culture where diverse perspectives are encouraged and celebrated. 🤝 To prevent groupthink and make it easier for everyone to chime in, split into duos for discussions and then do share outs with the larger group. 💬 If you see someone get interrupted, jump in and ask them to continue sharing. This sets a norm of letting people finish their full trains of thought. ✅ Make an “It’s okay to…” list. As a group, write down things teammates should not hesitate to do. Think, "Ask why, and why not" or "Flag a potential problem." And remember: If everyone on your team agrees on everything, all the time, you're probably not coming up with innovative, broadly accessible solutions.

One skill separates great communicators from average ones: Perspective-taking. The ability to see things from someone else’s point of view. But most people do it wrong. Here’s how to do it right, especially when you’re leading or being led: When you’re the boss, persuading down: You’re trying to convince Maria on your team to do something different. She’s pushing back. Your instinct might be to assert your authority. But that’s a mistake. Here’s why… Research shows: The more powerful you feel, the worse your perspective-taking becomes. More power = less understanding. So if you want to persuade Maria, don’t lean into your title. Do the opposite: dial your power down, just briefly. Try this: Before the next conversation, remind yourself: Maria has power too. I need her buy-in. Maybe she sees something I don’t. Lower your feelings of power to raise your perspective. From that place, ask: → What does she see that I’m missing? → What might be in her way? → What’s a win-win outcome? That shift changes the entire dynamic. Instead of steamrolling, you’re collaborating. And that’s how you earn trust and results. Now flip it. You’re the employee persuading your boss. It’s a high-stakes moment. You’re nervous. So do you appeal to emotion? No. Drop the feelings. Focus on interests. Here’s the key question: “What’s in it for them?” Not how you feel. Not your big dream. → Will it save time? → Improve performance? → Help them hit their goals? Make it about their world, not yours. Why? Because every boss has a mental shortcut: → Does this employee make my life easier or harder? Be the person who brings clarity, ideas, and upside. Not complaints, drama, or friction. In summary: → Persuading down? Dial down your power to see clearer. → Persuading up? Focus on their interests, not your emotions. Perspective-taking is a superpower, if you learn how to use it. Now practice, practice, practice.

Listening is necessary. Listening is complex. And listening neuroinclusively 🦋🧠 ♾ requires letting go of biases. In this article, I discuss how managers (but also people, in general) could develop neuroinclusive listening skills. This requires letting go of biases, such as biased interpretation of body language and the habit of looking for hidden cues where there are none - just honest and straightforward communication. 🦋🧠 ♾ Neurodivergent Body Language It is crucial to avoid assumptions: for instance, limited eye contact from an autistic person might not signify disinterest – it might be a sign of focusing on the content of communication. Likewise, an autistic person or ADHDer might fidget not out of impatience and definitely not out of disrespect, but as a self-regulation mechanism. Focus on what the neurodivergent person is saying, and do not be distracted by trying to read their body language, unless something appears to be a clear sign of discomfort. In that case, it could make sense to ask directly how someone is feeling, rather than jump to a conclusion – they might be stressed by the topic of your discussion, or they might simply be cold. Understanding what is happening can help address concerns immediately and make necessary adjustments. 🦋🧠 ♾Unique Communication Needs Some employees may prefer written interactions that involve technology and asynchronous communication that allows time for careful expression of points. To support these employees, managers then can communicate active listening via written, verbal, and especially action follow-up. Inclusive listening is a must for inclusive workplaces. #neurodiversity #management #HumanResources #communication #employees #EmotionalIntelligence #culture #inclusion #PsychologicalSafety #diversityequityinclusion #neuroinclusion #neurodiversityatwork #listening #activelistening #actuallyautistic #Autistic #Adhd #autism #neuroinclusive #managers #leaders #inclusiveleadership #leadership https://lnkd.in/gUTTFQyk

As a single mom, one of my earliest and most disheartening encounters was with someone who casually remarked, "Your child needs a father." This comment was thrown without a moment’s pause to understand the depths of my journey or the reasons behind my decisions. It was my initiation into a world where society's beliefs overshadowed personal stories, where misconceptions about psychology became the basis for judgment. I was blindsided, not just by the unsolicited advice, but by the implication that my child would be psychologically vulnerable. In that moment, I felt a whirlwind of self-doubt, as if the abuse I had endured was somehow my fault. The weight of that judgment could have shattered me had it not been for the unwavering support of my close friends and family. I share this today as a gentle reminder to all: 1️⃣ Pause and Reflect: Before making assumptions or offering advice, take a moment to understand the other person's story. A single interaction is rarely enough to fathom someone’s life. 2️⃣ Empathy Over Judgment: We all carry our own battles. Let's make kindness and understanding our first response, not judgment. 3️⃣ Educate Yourself: If you genuinely want to help or connect, invest time in understanding the dynamics and challenges the person might be facing. Real help comes from informed, empathetic interactions. Next time you’re quick to judge someone based on a fleeting encounter or a mere social media post, pause and remember that behind every status is a story, often one of resilience and strength. Let's be the support system that uplifts rather than breaks. P.S.- This is me smiling after not taking sh*t from anyone who has an opinion about my life.

This may not surprise you: Civil workplace conditions can lead to increased engagement. While incivility often results in team member silence. Yet teams often focus on individuals speaking up rather than designing group norms and behaviors that encourage participation. Why does participation matter? Research shows that teams can achieve better outcomes when they learn from ideas offered by group members with a wide range of experiences and backgrounds. Yet not all team cultures make space for those different ideas. To better understand the role of teams in shaping individuals' experiences, researchers conducted two studies: an online experience and a survey of employees across industries. They looked at people’s reluctance or willingness to speak up, and the conditions of the group (rude vs. respectful). What they discovered is that both men and women withheld contributions more in uncivil groups than civil ones. However, women were more likely to choose silence in the face of incivility. In addition to responding to rudeness, concern for gender backlash had women choose silence more often than men. This does not mean that women will not speak up. The researchers found that in civil groups, women reported speaking up to share their ideas just as much as men. What can teams do? ✅ Focus on team norms that encourage respect. This can include perspective taking. When having a different point of view, instead of criticizing, say, “Yes, and…” instead of “Yes, but….” ✅ Value curiosity. Focus on learning from different perspectives. Notice when you align too quickly on consensus or one person’s view and ask, “What are we missing?” During this time when the words in DEI are under attack, many of us are returning to the “why” we do this work. In many ways, inclusion is about respectful environments that encourage different perspectives to contribute to group outcomes. Reducing incivility not only supports wider contributions from all, but it can disproportionately help those who have faced backlash due to bias. In the end, when individuals contribute, teams win. Research by Kristin Bain, Kathryn Coll, Tamar Kreps, and Elizabeth Tenney and published in Harvard Business Review. #teams #culture #inclusion

The lesson I take from so many dispersed teams I’ve worked with over the years is that great collaboration is not about shrinking the distance. It is about deepening the connection. Time zones, language barriers, and cultural nuances make working together across borders uniquely challenging. I see these dynamics regularly: smart, dedicated people who care deeply about their work but struggle to truly see and understand one another. One of the tools I often use in my work with global teams is the Harvard Business School case titled Greg James at Sun Microsystems. It tells the story of a manager leading a 45-person team spread across the U.S., France, India, and the UAE. When a major client system failed, the issue turned out not to be technical but human. Each location saw the problem differently. Misunderstandings built up across time zones. Tensions grew between teams that rarely met in person. What looked like a system failure was really a connection failure. What I find powerful about this story, and what I see mirrored in so many organizations today, is that the path forward is about rethinking how we create connection, trust, and fairness across distance. It is not where many leaders go naturally: new tools or tighter control. Here are three useful practices for dispersed teams to adopt. (1) Create shared context, not just shared goals. Misalignment often comes from not understanding how others work, not what they’re working on. Try brief “work tours,” where teams explain their daily realities and constraints. Context builds empathy, and empathy builds speed. (2) Build trust through reflection, not just reliability. Trust deepens when people feel seen and understood. After cross-site collaborations, ask: “What surprised you about how others see us?” That simple reflection can transform relationships. (3) Design fairness into the system. Uneven meeting times, visibility, or opportunities quickly erode respect. Rotate schedules, celebrate behind-the-scenes work, and make sure recognition travels across time zones. Fairness is a leadership design choice, not a nice-to-have. Distance will always be part of global work, but disconnection doesn’t have to be. When leaders intentionally design for shared understanding, reflected trust, and structural fairness, I've found, distributed teams flourish. #collaboration #global #learning #leadership #connection Case here: https://lnkd.in/eZfhxnGW

A 15-to-45-minute conversation can make you a better leader. When I asked senior leaders at a recent Growth Collective workshop how often they have a non-work related conversation with their team, the response was either rarely or never. In most organizations, leaders know their team superficially. You might know what they're good at, what they like about the team, and what work excites them, but are there any efforts to know them on a deeper level? When did you last learn about any challenges they're facing outside work? Or how excited they are for their next family trip? Or how their parents feel about them working at this company? The conversations are limited to greetings and then perhaps to the weather before everyone goes about their business. But that's not how relationships, loyalty and a team are built. They're built by getting to know them as a person and their thoughts. When you have a more engaged team, they're likely to be more productive. For me, the way to do that has always been to participate in active communication and go beyond the usual "How are you?" You could schedule one-on-ones, plan team brainstorming sessions, eat lunch with them, or chat with them when they're on a break. You don't need to know every detail about their life, and you shouldn't, but getting to know what sparks joy for them is an effective way to build better, stronger relationships with your team. And please stop saying you don't have time for this. Convincing yourself that you don't have time to look after your team will only make your team think that you don't care for them. Building relationships will take time, but it's a conscious, thought-out decision you'll need to make. It's a small act that means a lot in the long run. The more you know your team, the more they'll realize how much you care for them, and the more they'll be loyal to you. So, I'll now ask you the same question: How often do you talk to your team for more than 15-to-45 minutes? #leadership #communication #team #management

Building stronger workplace relationships is easier than you think. Here's what actually works (after 10+ years in team management): 1️⃣ Start with genuine curiosity - Ask about their projects - Listen more than you speak - Remember personal details they share 2️⃣ Create connection points - Schedule regular coffee chats - Join or start team activities - Offer help before they ask 3️⃣ Practice professional empathy - Acknowledge their challenges - Celebrate their wins (big and small) - Be reliable with commitment 4️⃣ Foster open communication - Share knowledge freely - Give credit where it's due - Address issues directly, but kindly 5️⃣ Respect boundaries - Keep work conversations professional - Don't force social interactions - Honor their time and space The key? Consistency in these actions. These aren't just "nice to have" practices. They're essential for creating a workplace where everyone thrives. Remember: Strong workplace relationships aren't built overnight. But small, daily actions make a huge difference. Try these today. Your future self (and team) will thank you. 📌 Share if you know someone who could use these tips P.S. Which of these will you try first? Drop a comment below. #employees #workplace #team

One of the hardest skills for any leader is giving feedback that’s both honest and human. That tightrope feels even thinner for product managers because we lead without authority. In one of my recent workshops on "𝗠𝗮𝘀𝘁𝗲𝗿𝗶𝗻𝗴 𝘁𝗵𝗲 𝗔𝗿𝘁 𝗼𝗳 𝗜𝗻𝗳𝗹𝘂𝗲𝗻𝗰𝗲" for product managers, I heard variations of the same concern again and again: ➤ “If I’m too honest, I’ll lose the team.” ➤ “If I’m too nice, I’ll lose my point.” That’s the trap: thinking you have to choose between being kind and being clear. You don’t. The best PMs—and the best leaders—practice 𝗥𝗮𝗱𝗶𝗰𝗮𝗹 𝗖𝗮𝗻𝗱𝗼𝗿. A simple but powerful idea from Kim Scott: 💡 Care Personally 💡 Challenge Directly It’s not about 𝗯𝗿𝘂𝘁𝗮𝗹 𝗵𝗼𝗻𝗲𝘀𝘁𝘆. It’s about 𝗯𝗼𝗹𝗱 𝗵𝗼𝗻𝗲𝘀𝘁𝘆, 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝗲𝗱 𝘄𝗶𝘁𝗵 𝗰𝗮𝗿𝗲. Here’s what that looks like: ❌ “This roadmap doesn’t make sense. You’re not thinking strategically.” ✅ “You’ve got strong instincts—what’s missing here is the ‘why’ behind our priorities. Let’s work on sharpening that.” Same message. One tears down, the other builds up.  That’s Radical Candor. Too many PMs fall into 𝗥𝘂𝗶𝗻𝗼𝘂𝘀 𝗘𝗺𝗽𝗮𝘁𝗵𝘆: staying quiet to protect feelings, avoiding hard conversations, but silence doesn't build teams. Feedback does. As a PM, you’re not just building products—you’re building alignment, accountability, trust and momentum. So, the next time you hesitate to speak up, or feel tempted to go blunt: Ask yourself—not just: “Am I right?” But: “𝗔𝗺 𝗜 𝗸𝗶𝗻𝗱 𝗮𝗻𝗱 𝗰𝗹𝗲𝗮𝗿?” Because as much as your team appreciates your empathy, what they'd appreciate more is empathy-infused, actionable feedback. Feedback isn’t a weapon. It’s not a performance. It’s a responsibility. And done right, it’s the most generous act of leadership. #empathy #leadership #productmanagement #radicalcandor

Recently I worked with a leader who wanted to foster a more inclusive environment but wasn’t sure where to start. Like many leaders, he believed inclusion was about major initiatives only. But in one of our conversations, he shared a small, seemingly insignificant moment that changed everything for her team. He noticed that in meetings, the same voices dominated discussions while others stayed silent. 🗣️ He started asking: "What do you think?" to quieter team members during meetings. At first, it felt awkward, but over time, something shifted. Team members who rarely spoke began to share their ideas. One day, a quiet team member proposed a solution to a recurring problem that the team had been struggling with for months. The solution was simple, effective, and something no one else had considered. 💡 This small action—inviting someone to speak—transformed not only the team dynamic but also their outcomes. That story stuck with me because it reflects the heart of inclusive leadership. It’s in the little things: 👉 Asking, "What’s your perspective?" 👉 Responding to mistakes with curiosity instead of blame. 👉 Acknowledging your own missteps to model accountability. 👉 Encouraging debate over ideas, not individuals. 👉 Being intentional about who’s in the room and whose voice might be missing. Inclusion isn’t always about what you change on a large scale; it’s about the daily moments that build trust, equity, and connection. 🤔 P.S.: How are you creating space for every voice on your team today?