Recently, a client shared a story that perfectly illustrates the power of empathy in leadership. He’s been intentionally shifting his focus in 1:1s with his team, moving away from conversations that only cover project updates and tasks. Instead, he’s created a space for his employees to lead the discussion, allowing him to be fully present and actively listen.
One day, an employee asked for an impromptu 1:1 meeting. He made time for her, and she used the opportunity to talk about what was on her plate. As the conversation drew close, he asked, “Are you getting what you need from this? I don’t feel like I did much to help.”
Her response stopped him in his tracks: “Yes. I just needed someone to listen. I’ve been feeling lonely.”
This story struck me for a few reasons:
We often think of loneliness as occurring outside the workplace, but the reality is quite different. Recent studies highlight a growing trend: workplace loneliness is on the rise. Gallup reports that 20% of employees feel lonely on any given day. Hybrid and remote work models have become the norm. Still, not all companies or leaders have adjusted how they engage with employees to compensate for the lack of in-office collaboration and togetherness. Without the casual, face-to-face interactions we used to rely on—like coffee breaks or impromptu chats—employees can easily feel disconnected.
This disconnection affects more than just the individual. It can impact team morale, collaboration, and overall performance. Employees who feel isolated are less likely to engage in meaningful relationships at work, which can diminish their job satisfaction and even lead to burnout.
Although employee wellness metrics like stress, satisfaction, and happiness have been tracked since the World Health Organization recognized burnout as a workplace condition in 2019, loneliness is a recent focus. In 2024, companies are beginning to track loneliness as an indicator of mental health. When 1 in 5 employees feels lonely, it’s no longer a personal issue—it becomes a leadership issue.
This is where heart-led leadership comes in. As leaders, it’s no longer enough to focus solely on output and productivity. In today’s workplace, leaders need to engage with empathy, taking the time to understand what their employees are going through, professionally and personally.
My client’s story perfectly exemplifies empathy's critical role in leadership. By holding space for his employees to lead their 1:1s, he created a foundation of trust and psychological safety. His employee felt comfortable reaching out, not because she had an urgent task to complete, but because she needed a connection. And the result? She felt seen, heard, and supported, even though he offered no solutions.
Empathy in leadership doesn’t require grand gestures. Sometimes, it’s about making the time for a conversation, even when it’s unscheduled. It’s about listening without judgment and allowing employees to express what they need at the moment, whether that’s guidance, support, or just someone to listen.
It’s easy to overlook loneliness as a workplace issue, but the effects are far-reaching. Employees who feel lonely are more likely to disengage from their work and their teams. Disengaged employees can lead to decreased productivity, higher absenteeism, and lower retention rates. Simply put, loneliness can be costly—not just on a human level but also on an organizational one.
In contrast, when employees feel a sense of belonging, they are more likely to thrive. Brené Brown, in her research on vulnerability and connection, emphasizes the importance of belonging in the workplace. She says, “True belonging doesn’t require us to change who we are; it requires us to be who we are.” Creating an environment where employees can be their authentic selves and feel connected is key to combating loneliness.
Simon Sinek also highlights the power of connection in leadership. He often speaks about how great leaders create environments of trust where people feel safe and supported. In his words, “When we feel safe inside the organization, we will naturally combine our talents and strengths and work tirelessly to face the dangers outside and seize the opportunities.” This sense of safety and connection is vital in preventing loneliness and fostering engagement.
You can find more of Simon Sinek’s insights in his talk, Leaders Eat Last here.
So, how can leaders begin to address loneliness in the workplace and foster an environment of empathy?
While listening is a powerful tool, empathy goes deeper. It’s about understanding, sharing, and validating the emotions of others. In an increasingly disconnected world, empathy can be the bridge that connects teams, improves engagement, and fosters well-being.
As a leader, the question becomes: How are you creating space for your team to feel heard and supported? What can you do today to make sure that your team doesn’t just feel like employees but like valued, connected individuals?
➡️ Let’s start the conversation about how to build more meaningful connections in your workplace.
Life has a way of throwing challenges at us—some personal, some professional, and some, like what I’ve recently experienced, physical storms that disrupt everything. When navigating back-to-back crises, it’s easy to feel overwhelmed and drained. But it’s also in these moments that I’ve found gratitude to be a powerful anchor.
Gratitude, even when things feel heavy, has an extraordinary way of shifting our perspective. It helps us notice the small, meaningful moments that would otherwise pass us by—whether it’s the kindness of a neighbor, the unwavering support of a loved one, or the calm of a quiet sunrise. These moments have reminded me that, even amidst the storm, there is so much to be thankful for.
That lesson extends beyond our personal lives—equally essential in leadership. Leadership, after all, is not just about driving results; it’s about fostering connection, believing in people, and appreciating the contributions that make success possible.
As leaders, we often get caught up in the whirlwind of goals, deadlines, and to-do lists. It’s easy to lose sight of the small moments of connection and the intentional actions that remind people they’re valued. But those moments of gratitude shape how our teams feel about their work and their place in the organization.
A recent experience highlighted this for me when I received a message from a former colleague I had mentored. She sent me a photo of old notes I had written her—simple reminders that I believed in her potential.
It struck me that while these notes were small gestures at the time, they had a lasting impact on her. Those little moments of encouragement and belief meant more than I could have imagined.
This story reinforced something we often forget as leaders: We often get caught up in goals, deadlines, and the whirlwind of work, but leadership is about so much more than just metrics. It’s about connection. It’s about taking the time to remind someone of their worth, potential, and what’s possible for them.
The notes we leave behind—whether written, spoken, or through our actions—have the power to uplift, encourage, and leave a lasting legacy long after we’ve moved on.
Gratitude in leadership isn’t complicated, but it’s profound. It can be as simple as taking a moment to acknowledge a team member’s hard work or sending a note of appreciation. These seemingly small actions remind people that they matter, their contributions are seen, and they are valued beyond the metrics.
When we regularly practice gratitude in our leadership, we move from transactional to transformational leadership. We foster trust, create engagement, and build deeper connections that fuel long-term success.
Think about it: how often has someone’s belief in you shifted how you saw yourself? Maybe it was a mentor who saw potential you didn’t yet see in yourself. Or perhaps it was a colleague’s word of encouragement that helped you persevere through a difficult project. These moments stay with us because they tap into something human—the need to be valued and believed in.
Challenges, whether they come as literal storms or the pressures of leadership, test us. They push us to our limits. But they also reveal what we’re truly capable of and remind us of what’s important.
For me, going through this recent challenge has not only deepened my gratitude for the people in my life but also reminded me of how gratitude can transform leadership. When we show up with gratitude during tough times, we set a powerful example for our teams. We show them that we're in it together even when things get tough. Gratitude gives us perspective, helping us see beyond the immediate obstacles and recognize the potential for growth and connection.
When we model this for our teams, we create a culture where people feel valued, focus on possibilities rather than limitations, and see challenges as opportunities to grow.
So, how do we bring gratitude into our leadership, especially in times of challenge? Here are four practical ways:
As we enter the season of gratitude and thankfulness, especially with the upcoming holidays, let’s remember that gratitude isn’t just a personal practice—it’s a leadership superpower. It can transform how we lead, connect, and inspire those around us.
In the spirit of the season, I encourage you to reflect on the people who have supported you, the small wins that have added up, and the opportunities that challenges have presented. And as you lead, remember that your gratitude has the power to ripple out, creating a culture of appreciation, connection, and growth.
Let’s lead with heart, gratitude, and intention—not just now but throughout the year.
If you're ready to explore how leading with gratitude can transform your leadership approach and impact, I'd love to connect.
The United States is in a state of emergency due to the COVID-19 pandemic. If your organization wasn’t already crisis planning, they certainly are now.
For the past year, I have been watching the “message from our CEO” emails, the social posts, the news (now that is enough to scare anyone!) and can’t stop thinking about how much we learn about people during times like this…how much we learn about our leaders.
There is no doubt that the impacts of this situation are far-reaching as organizations pull back spending, freeze travel, update work-from-home policies and look to protect the health and safety of their employees and customers.
It is the right thing to do. Some leaders have managed their organizations through crisis before and for others, they lack the experience.
I have experienced it before, and I am seeing it with my clients now. It is times like this when intentional leadership is needed most.
Show up with a sense of responsibility and commitment to your organization and role model the behavior you want people to follow.
Engage personally with people, listen to their fears, and communicate openly and transparently. Acknowledge the challenge and help people know that you have their best interest at heart.
Most crises come on quickly and it is critical to jump into planning, make swift decisions, move people to action, address the external constituents.
But it is also critical to take a breath and think through the plan to lead your people through the situation.
Here are four things you can do as an Intentional Leader. Show up as your best self and as the leader your employees need you to be:
The worst thing you can do is overreact which brings fear, panic, and self-interest into the picture. All eyes are on you so maintain self-control by projecting a sense of calm.
Don’t minimize the situation as you can come off as inauthentic but use facts (not fear) to balance the reality of the situation with the emotions of the people.
In absence of information, people fill in the blanks. Be visible and explain the steps being taken. Be transparent, clear, and timely in sharing information.
Recognize the fluidity of the circumstances and commit to regular updates that keep everyone focused forward together.
Help your people see the bigger picture…the world on the other side of the crisis. Remain positive and encouraging as your organization pushes through the discomfort and uncertainty.
When necessary, stand back from the action and reassess. Solicit input within the organization but pull in outside advice when necessary.
Don’t waste the crisis! When the challenge is finally over, it is important to de-escalate and restore operations but that doesn’t always mean “business as usual”. Ask for feedback, capture lessons learned, and identify long last improvements that can be made.
Most importantly, explicitly thank and recognize people for what they achieved. Acknowledge the disruption and express gratitude for their continued support, focus, and commitment during a difficult time.
As painful as it is, a time like this is an opportunity to practice the type of leadership that is needed. To effectively and successfully lead through the most difficult and uncertain situations.
– inspirational, connected, present, mindful –
Embrace the challenge, be intentional in your how, and new ways of thinking will arise. You will get past it with an understanding that you can face a crisis, like COVID-19, head-on, and be a better leader for your organization in the long run.
Tricia is a global business leader, author, and certified executive coach. Her unique corporate background gives her a clear understanding of the personal and professional challenges that senior business leaders face today.
She brings real-life expertise around talent, culture, and leadership to every coaching engagement and is committed to helping individuals, teams, and organizations accelerate performance.
Tricia believes this can be done with authenticity and by staying true to personal values, beliefs, and leadership styles.
