Research reveals that a significant percentage of executive transitions, ranging from 27% to 46%, end in disappointment or failure two years into the new role. The primary culprits? Poor interpersonal skills, their impact on people, culture, and navigating office politics. Most importantly, these failures often stem from a lack of empathy during the psychological transition that accompanies organisational change. This transition affects not just the leader but also the team and stakeholders. Understanding change as a psychological transition necessitates empathy and self-compassion.
Empathy involves the ability to sense other people's emotions and imagine what someone else might think or feel. During a leadership transition, it can be challenging to be empathetic due to the pressure to make an impact and validate one's worth. This pressure can cause even the most empathetic leaders to focus on their needs rather than those around them.
Empathy is the key to understanding the impact of a change in leadership from another person's perspective. A lack of empathy can hinder our ability to ask questions and truly listen. The most empathetic leaders can listen to others without judgment. Starting by asking what is ending with this change in leadership that others might be missing is a crucial aspect of leading with empathy.
Empathy is hindered when we overestimate the extent to which others share our attitudes and feelings. This lack of empathy can lead us to assume that others view the need for change with the same urgency as we do. This blind spot can cause us to forget that others may view the past with pride and not see the same need for change. An empathetic approach to leading during a transition might include asking what others believe is essential to maintain, not just change.
Our capacity for empathy is limited when we use ourselves as the standard when evaluating others. This can undermine our ability to value differences when assessing our team. We are prone to seeking out people who share our worldview and discounting those we perceive as resistant to embracing our vision for the future. Leading with empathy in a transition might include asking what I didn't ask that I should have asked.
A belief that others have more access to our internal states can undermine empathy. During a leadership transition, we can assume people feel psychologically safe to speak freely because we have the best intentions. Not recognising their desire to look good in front of their new boss, they will prioritise making a good impression over offering a perspective that might not be well received. This filtered perspective can hinder a new leader's decision-making. Leading with empathy during a transition might include displaying your vulnerabilities and being clear that you don't have all the answers.
When making your next leadership appointment, could you consider combining onboarding with a trusted advisor to help your new leader strengthen their empathy and challenge their biases and assumptions? Executive coaching can help leaders navigate these challenges. Research suggests that leaders who had executive coaching as part of their onboarding were twice as likely to succeed in their new role compared to those who were only offered a buddy or completed a company orientation program.