Empathy is a word we use often in workplaces, but its meaning is deeper and more precise than most of us realise. The term itself didn’t even exist in English until the early 1900s. It was translated from the German Einfühlung, which literally means ‘feeling into’, and that phrasing tells us something profound. Empathy isn’t simply about understanding or agreeing with someone. It’s about stepping into their experience, sensing what they feel, and letting that guide how you respond.
In professional settings, empathy is often misunderstood as a soft skill or even a sign of weakness. But in truth, it is one of the most practical tools we have for making decisions and building trust. When leaders, managers, or colleagues genuinely feel into another person’s perspective, they can act in ways that are not only considerate but also more effective.
Consider a manager faced with a team member who is struggling with a looming deadline. A purely task-focused approach might push them to work longer hours or impose stricter deadlines. But stepping into the person’s shoes can reveal obstacles that are invisible at first glance: competing priorities, unclear instructions, or personal pressures. Recognising these factors allows the manager to adjust expectations or clarify instructions. The result is not indulgence, it’s better outcomes for both the individual and the team.
Empathy also shapes how we handle difficult conversations. I’ve seen leaders approach challenging performance discussions armed with data and logic, yet completely miss the human side. Without empathy, the recipient hears criticism, not guidance. Taking a moment to understand their perspective changes how the conversation unfolds. A simple pause to reflect, a question that invites their experience, or acknowledging the emotional weight of the situation transforms the exchange. It becomes a conversation that fosters growth rather than defensiveness.
What makes empathy particularly powerful is that it is not about agreement. You do not have to share the other person’s viewpoint to respond empathetically. In fact, pretending to agree can feel inauthentic. Empathy is about accurately perceiving the experience and feelings of another person, and using that awareness to communicate and act appropriately. This subtle distinction is what separates effective communicators from those who simply nod and say “I understand” without truly connecting.
One of the reasons empathy is often overlooked is that it requires slowing down in environments that reward speed and decisiveness. But slowing down does not mean inefficiency, it is strategic. Taking the time to sense what others are experiencing can prevent miscommunication and ultimately save time. A quick check-in with a colleague before a meeting or noticing how someone reacts to a message can provide information that data alone cannot.
Empathy is also about noticing what is unspoken. Body language, tone, and context reveal layers of meaning that words sometimes hide. A team member who says they are ‘fine’ might actually be overwhelmed, or a client who agrees to a proposal might be uneasy about its implications. Sensing these subtleties allows us to adapt how we respond. In practice, it might mean adjusting the pacing of a conversation or offering support that isn’t explicitly requested.
In our actor-led approach to communication, we often emphasise this skill as ‘listening with presence.’ It goes beyond hearing words. It requires being fully attentive and being willing to adjust one’s own behaviour in response. This doesn’t come naturally to everyone, but it can be practised and strengthened, much like a muscle. Small exercises like pausing before responding build the capacity to connect more deeply with others.
Empathy also intersects with leadership in a strategic way. Leaders who model empathy create cultures where people feel seen and understood, not just managed. It encourages openness, reduces misunderstandings, and fosters collaboration. Teams respond to leaders who consistently demonstrate awareness of their experiences, and this awareness feeds back into better outcomes for the organisation. Empathy becomes both a relational skill and a performance lever.
Finally, empathy isn’t something we turn on only for certain people or situations. Its power comes from consistency. It’s not a one-off act of kindness; it’s an approach to how we communicate every day. This doesn’t mean sacrificing standards or avoiding tough conversations. It means bringing full attention to the human experience, so actions and decisions are informed by insight rather than assumption.
In the end, empathy is strategic and transformative. By understanding its roots – ‘feeling into’ another’s experience – we can see it not as a soft option, but as an essential skill for anyone who wants to communicate clearly and build trust. It is the skill that turns knowledge into insight, interaction into connection, and workplace culture into something genuinely human.
