FCCS News & Insights

The Human Side of Leadership: Leading with Empathy

By Jeannie Clinkenbeard, Director and Senior Leadership Consultant, FCCS

Why leading with empathy is the foundation of human-centered leadership.

“Leave your personal life in the parking lot, this is a J.O.B… job!”

It was my first job out of college (many years ago), and as part of a class of new hires, we were getting a clear message: check your humanity at the door. Emotions were distractions. Struggles were private. The goal was to show up, do your work, and keep your personal life out of sight.

But today, that message feels not only outdated—it’s damaging. Leadership today demands more than strategic smarts—it requires heart. As a leader, you often witness the real, messy, human sides of your team. That’s where empathy comes in—not as a “nice to have,” but as a must-have.

Still, empathy can feel tricky. Leaders sometimes fear they’ll appear soft, cross boundaries, or lose sight of accountability.

But empathy isn’t about absorbing others’ emotions or lowering standards. It’s about creating trust, connection, and the psychological safety people need to do their best work.

The 2025 MetLife Employee Benefit Trends Study, which highlights the growing importance of care, empathy, and holistic well-being in the workplace includes the following insights:

• 92% of employees who feel cared for say they are more engaged.
• 65% say they are more loyal to their organization.
• 56% report being more productive.

The report emphasizes that when employees feel genuinely cared for—through empathetic leadership, supportive benefits, and a culture of well-being—they are more likely to thrive and perform. It reflects a shift in workplace expectations: employees now value human-centered leadership and environments where they feel seen, supported, and safe.

Here are five strategies leaders can use to get empathy right at work.

Be a listener. Listening is a gift we give and receive—a way to make people feel seen and heard. If we cannot listen, we can’t extend empathy. Before an interaction or conversation set an intention: “I will be fully present, suspend judgement and focus on understanding.” Determine what you need to do to be attentive and present.

For practical strategies to deepen your listening skills, explore the Harvard Business Review article: 4 Listening Skills Leaders Need to Master—a valuable guide for turning intention into action.

Be a questioner. Empathetic leaders demonstrate genuine curiosity about others’ experiences. They ask open-ended, perspective-seeking questions that invite reflection and foster trust. These kinds of questions don’t just solve problems—they strengthen connection. Try asking:

• “What’s been the hardest part of this for you?”
• “What’s one thing you wish others understood about what you’re going through?”
• “What’s been helping you cope—or what’s made it harder?”
• “What would support look like for you right now?”
• “What do you need most from me or others in this moment?”

These questions open the door to meaningful dialogue, showing you care not just about outcomes—but about the person behind them.

Offer support, not solutions. Empathetic leaders resist the urge to jump in with answers. Instead, they create space for others to think, reflect, and problem-solve. Two powerful coaching questions to guide this are:

“What outcome are you hoping to achieve?” and “How can I best support you right now?”

These questions shift the dynamic from fixing to partnering—building trust, ownership, and confidence along the way.

Model boundaries and self-care. Model healthy behaviors: work-life balance, self-care, taking breaks, vacations, digital detoxes, emotion regulation, and stress management. One powerful way to do this is by avoiding emails after hours or on weekends—even if you’re just clearing your inbox. Doing so can unintentionally set the expectation that team members should be “always on” and responsive during personal time. When leaders practice these habits, they give others permission to do the same, creating a culture of well-being, not burnout.

Use validating language. Validation is a powerful way to show empathy—it communicates that someone’s emotions are real, understandable, and accepted. When people feel validated, they feel seen and safe, which builds trust and connection. Avoid minimizing or dismissive phrases like: “I know exactly how you feel,” “It’ll all be okay,” or “You’re going to be fine.” While well-intended, these can unintentionally shut down or override someone’s experience.

Instead, use language that acknowledges and reflects what they’re feeling, such as:

“It sounds like you’re feeling frustrated about not getting that promotion.”